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Understanding personality types at work


Crystal Knows - 5 Benefits of Understanding Personalities in the Workplace

Have you ever wondered why you just can’t seem to get through to some of the different personalities in your workplace? Why, even though your intentions are good, are your words often misunderstood by the same handful of coworkers? Sometimes, all it takes to fix a conflict is to understand the other person’s mindset better.

Of course, that’s easier said than done, as each human is one-of-a-kind; it may be hard to understand their motivations and behaviors fully. However, to have a healthy work culture, strong communication, and overall successful organization, it is essential to understand your colleagues and their working styles.

Understanding personalities in the workplace

Working efficiently with different personality types is beneficial to sustain a strong team and healthy work environment. Each person can bring something different to the table, whether a strong work ethic, creative innovations, or the ability to take action, and more. It is important not to underestimate these different strengths and contributions. Understanding different personalities in the workplace and avoiding the pain points brought on by these differences is made easier through personality frameworks such a DISC.

Personality models, such as DISC, are great tools to bridge that gap and aid in more positive interactions in personal and professional scenarios. These frameworks allow users to understand the inner workings of themselves and others and approach different scenarios within the workplace with ease. While there are various personality tests out there, DISC is often thought to be the best suited for determining work personality types given its ability to predict conflict resolution, communication and leadership styles, and work-related behaviors and tendencies.

What are the different personality types in the workplace?

The Driver

Typically, the more assertive and driven co-workers will be D personality types. These people prefer to be in roles of authority or leadership where they can do the decision-making or in positions where they have the freedom to solve problems, be risk-takers, and create tangible results themselves. Their strengths lie in their ability to make firm decisions, effectively lead groups of people, and comfortably take on responsibility. Unlike many people, confident, assertive personalities are usually comfortable facing necessary conflict﹣a gift that they can use to benefit others. DISC Type D personalities are very confident and blunt when communicating, which may be seen as rude or insensitive. DISC Type D personalities would benefit from practicing empathy, active listening, and including others in their decision-making to have more successful interactions.

When communicating with a D-type personality, it is essential to remember that they value precise and intentional conversations. In other words, keep it short, simple, and to the point. Try not to talk about the problems, but rather focus on the solutions as D-types are more concerned with the “what” rather than the “why. ”

The Influencer

Creative, personable, and expressive types are usually I-type personalities in the workplace. These people thrive in social settings, and therefore enjoy teamwork and collaboration. They are energized through their big, creative ideas and use their charisma to inspire and motivate other team members. Their strengths tend to lie in thinking outside the box, building personal connections with a diverse group of people, and encouraging others toward a goal. Enthusiastic, optimistic personalities can inspire others to be more creative and open-minded, helping the people around them move toward growth. Since DISC Type I personalities are easily excited and spontaneous, they sometimes react quickly and could benefit from spending more time listening and thinking things through.

When communicating with a DISC Type I personality, it is good to mirror their friendly and personable approach. Because they value the approval of others, it is also important not to make them feel too isolated or unheard. They are people-people and need to feel valued as well, which may be achieved by listening to their ideas and helping them to set reachable goals for themselves.

The Supporter

Usually, the most supportive personality types at workplaces will be the S-types, who often put the well-being and happiness of others before their own needs. S-type personalities can typically get along with anyone and are agreeable by nature. These people are highly collaborative, patient, and prefer to let other's lead the way and take control. Their strengths tend to lie in their ability to build strong, lasting connections with other people, provide a stabilizing presence in challenging situations, and use low-risk or proven solutions to accomplish tasks. Without firm and detailed expectations, S-type individuals may hesitate to take action. When they do take action, it is deliberate, thoughtful, and predictable. These values carry over into their personal and professional interactions, as they are usually considerate of others, reliable, and helpful.

In conversation, DISC Type S personalities are likely to feel more comfortable when met with the same calmness and kindness that they use themselves. They will not respond well when a quick change is forced upon them, so be sure to give them plenty of heads up to any changes in their current routine or duties. They also need to know they’re doing the tasks right, so prioritize giving them regular assurances or support.

The Analyst

Most often, the conscientious, analytical personality types will be C-types. These people display personality traits such as being detail-oriented, introverted, and a perfectionist. Because they are introverts, they'd rather work alone than in large groups and prefer written communication rather than face-to-face meetings or calls.  Their strengths often lie in their ability to remain realistic, carefully consider the details of a decision, and identify specific issues or errors. Detailed, thorough personalities can spot critical issues, even small, complex mistakes, which can help prevent problems from growing into something bigger. Due to their tendency to over-analyze, they should not be given too strict or unrealistic deadlines. Offering enough time to complete tasks, along with plenty of structure and routine, will guarantee success for these individuals.

DISC Type C personalities are more trusting of most similar people; in conversation, avoid being too casual or personable and be sure to present them with lots of data and facts. Stay on topic, be precise, and they will respond much better to what you are saying.

5 Benefits of understanding personalities at work

Taking the time to understand the different perspectives and work personalities in the office will ultimately help create a more positive and efficient environment for everybody. Knowing and understanding the different personalities is beneficial in the workplace and in personal relationships and interactions. Benefits of understanding personality types include:  

Avoid miscommunication

When you better understand the people around you and communicate with them in a way that will resonate, you will inevitably work better together. Some people may prefer to build a personal connection and socialize before getting to business, while others may prefer direct and to-the-point conversations. Through this understanding, you will begin collaborating in a way where everyone can contribute with their unique strengths. Whereas before you may have experienced trouble getting through to someone in the office environment, with this better understanding you will be able to avoid miscommunication and speak to your colleagues most effectively.

Better conflict resolution

If you understand how someone handles conflict and how your personality handles it, you can navigate otherwise sticky situations with newfound ease. Once you have understood the different perspectives someone may have, you can take a step back and see the conflict from another angle. While some people prefer a direct, logical approach to working through tension, others prefer to approach conflict gently. Once you understand your personality, you may become more self-aware of how you handle conflict and where you could improve or be more empathetic. Considering differences concerning conflict resolution can help you avoid worsening interpersonal issues and handle challenging situations with care and empathy.

Develop empathy for coworkers

Building an empathetic culture starts with your communication with team members. Simply put, empathetic communication is a way of adapting your style to communicate with others the way they like, rather than the way you want. By intentionally adjusting your communication in meetings to align with your team’s personality makeup, you’ll improve your team’s productivity and comfort in any discussion. When approaching situations with empathy, it is essential to ask what the other person wants from the interaction, why they want it, and how they interact. Doing so will help guide a smoother and more productive interaction.

Appreciate diversity

Each workplace has its' own unique mix of different types of people. These differences can bring about tension, conflict, or miscommunication when two people disagree or handle such disputes differently. When you can understand personality types and the tendencies and the preferences that go along with them, you are better equipped to avoid such issues or handle them in a productive way that satisfies all. Understanding and appreciating that each person may see things differently is helpful because it gives perspective and allows for more inclusivity and less judgment in the workplace.

Understand your own career goals

When you discover your personality type and learn more about your strengths, weaknesses, motivations, and stressors, you can better understand what roles and tasks are best suited for you. Perhaps you are a natural-born leader with the ability to remain calm in times of stress, or maybe you are the peace-keeper and thrive in supporting roles that allow you to help others and stay off the center stage. Either way, having this knowledge is helpful to determine what steps you should take to meet your professional goals.

How to identify personality types at work

While certain traits and characteristics may help you identify employee personalities, frameworks such as DISC are the best route for efficiency and accuracy. DISC is best suited for the workplace because it is easy to understand and use.

A quick way to understand someone’s personality type is by identifying what quadrant of the Personality Map their personality is in. Here’s a good way to think about the personality map:

Those on the top portion of the Personality Map, D- and I-types, tend to prefer fast-paced, quick conversations, while those on the bottom, S- and C-types, often prefer to build trust throughout a more extended discussion.

Those on the left side of the Map, D- and C-types, tend to be more formal and straightforward, while personalities on the right side, I- and S-types, are more likely to be casual, empathetic, and conversational.

To help identify what quadrant someone’s personality may be in, you just need to ask them two simple questions:

  1. Are you more casual or formal?
  2. Do you tend to be big-picture-oriented or detail-oriented?

D-types will likely answer “formal” and “big-picture-orientated. ”

I-types will likely answer “casual” and “big-picture-orientated.”

S-types will likely answer “casual” and “detail-orientated.”

C-types will likely answer “formal” and “detail-orientated.”

Although you can identify someone's personality type based on actual interactions or email styles, taking personality tests will ensure that everyone's personality style is correctly determined. From there, you will be able to discover actionable insights and advice for managing different personalities.

Personality types in the workplace: Key takeaways

Working with different people can prove challenging at times, but understanding the individual personalities of your colleagues and how to work with different personality types can make a huge impact. Personality assessments are a cost-effective, beneficial, and reliable way to cultivate empathy, better communication, and higher performance and productivity in the workplace.

You can begin to better understand the different personalities and communication styles at play on your team using Crystal’s quick and free personality test.

Understanding Personalities in the Workplace

It takes time for people to recognize their own personality traits and those of others. iStockPhotos.com

Imagine how much less conflict would arise if you could anticipate reactions before they occur and manage them with ease. Personality influences every aspect of life. It guides an individual’s job choices, personal relationships, shopping decisions and more. Personality influences how a person communicates, reacts to change and interacts with others. Different preferences for receiving and processing information can create misunderstanding and conflict.

There are multiple traits and natural tendencies that contribute to a person’s personality. One characteristic isn’t better than another. Having an understanding of these inborn preferences, including your own, enhances relationships and reduces conflict. Since people spend more time at work than at home with family or friends, it’s important to nurture an amicable workplace environment.

A harmonious workplace makes the long hours enjoyable for the practice owner and employees. It also enhances employee retention. Skilled, conscientious employees are in high demand and can find work elsewhere. Employee turnover interrupts the workflow and it’s expensive to onboard new staff.

“Creating a culture that recognizes the value of differing personalities and strives to minimize conflict helps a business hold onto valuable employees,” said Christine Allard, associate director of the Archer Center for leadership development at Rensselaer Polytechnic Institute.

A hostile work environment impacts more than the employees. “An unhappy workplace transfers to clients and horses,” Allard said. “People get good customer service from happy people.”

Social media makes it easy for dissatisfied customers to share their experiences. Poor customer service elicits the most reaction.

There are several tools for discovering and understanding how people process information and interactions. A Google search for “personality in the workplace” yields thousands of articles and books on the topic. This article will focus on a self-report questionnaire called the Myers-Briggs Type Indicator (MBTI; more information can be found at MyersBriggs.org).

Understanding Personality Type

The Myers-Briggs Type Indicator provides insights into people’s natural tendencies for using their minds. In the sixth edition of Introduction to Type , Isabel Briggs Myers explained that MBTI is based on Swiss psychiatrist Carl G. Jung’s observations: “Jung concluded that differences in behavior result from people’s inborn tendencies to use their minds in different ways. As people act on these tendencies, they develop patterns of behaviors.”

Jung’s theory defines patterns of behavior or “types.” His research defined the way people take in information, organize information to form conclusions and how they focus their energy. Isabel Myers Briggs and her mother, Katharine Briggs, developed the MBTI inventory from Jung’s theory. The result is a set of preferences that can help people better understand their own and others’ behaviors, decisions and reactions.

“The Myers-Briggs is one tool to help understand yourself, coworkers and employees,” Allard said. “The voluntary self-assessment helps create a common language.”

The MBTI questionnaire reveals a person’s inborn tendencies for four main categories:

  • where people prefer to focus their attention and get energy
  • the way they prefer to take in information
  • the way they prefer to make decisions
  • how they orient themselves to the external world—with a judging process or a perceiving process.

Each category has a corresponding pair of classifications:

  • Extraversion vs. Introversion (E or I)
  • Sensing vs. Intuition (S or I)
  • Thinking vs. Feeling (T or F)
  • Judging vs. Perceiving (J or P)

The results provide a four-letter combination that describes fundamental mental patterns. The MBTI inventory is available online. Trained facilitators can also administer and assist in understanding the results. Leadership development programs at colleges and universities or perhaps your local chamber of commerce office are good places to start.

The important thing to remember is that one trait is not right or wrong; it’s simply a different approach to life.

Personality Type in Action

“These kinds of things cause the biggest issues in the workplace, more so than a lack of technical or scientific knowledge,” Allard said, referring to personality conflicts.

The first pair of letters in the MBTI analysis describes how a person feels energized, which is known as Extraversion or Introversion and is represented by E or I. This descriptor does not mean a person is outgoing or shy. Instead, it explains if a person is invigorated by interacting with others or having time alone. Allard is an I, while her boss is an E. Allard finds it exhausting to be “on” all the time, whereas her boss thrives in that setting.

“I need my space to recharge. Sometimes it’s exhausting to be out there all the time,” Allard said. “It’s a give and take where we both recognize and understand our differences.”

The second pair of letters in the MBTI analysis is Sensing vs. Intuition— S or N. This dichotomy illustrates the different ways people take in information. The S preference approaches things from a big picture perspective. The N preference focuses on step-by-step details.

When Allard leads MBTI workshops, she groups S and N participants together. She places an apple in front of each group and asks them to describe it. Then each group shares its analysis. The S group provides factual observations. They will say it is red, two inches in diameter, that it has green specks, a stem and bruises, she said. The N group will have discussions about how the apple reminds them of picking apples with a grandparent, baking pies and other tangential topics.

“If you listen in, you will think the Ns are off task,” she said. “They aren’t. They simply process the information in front of them differently.”

The third pair of letters in the MBTI is Thinking vs. Feeling, T or F. This describes how people make decisions. Those who have a preference for T tend to be analytical and use cause-and-effect reasoning. Individuals with an inclination for F assess the impacts of decisions on the people involved and strive for harmony.

In training events, Allard uses the story of a medal-winning gymnast to highlight this contrast. A 16-year-old gymnast wins gold at the Olympics but fails the drug test. The gymnast tests positive for a banned substance. Allard groups Ts and Fs. She asks the groups to decide if they should take away the medal or award it to the girl.

The T group decides to take away the medal based on the rationale that the rules are the rules. The young gymnast knew and violated the rules and therefore should not be rewarded. The F group treats each person as an individual in the situation. The rationale might be that the gymnast is young and trusted her coach and that the coach should have known better. The same group will also consider how the fourth-place finisher would feel knowing that the gold medalist won because of an unfair advantage. In the end, this group will still come to the same decision as the T group and take away the medal.

“They come to the same conclusion, but the rationale is different,” she said.

In an office environment, Allard uses tardiness as an example. A boss with a T preference might decide to dock an employee’s pay who arrives late to work three times in a week. That decision is based on process. An F-oriented boss likely considers extenuating circumstances and might not see the situation as cut and dried, she said.

The final pair in the MBTI letters is Judging vs. Perceiving, J or P. This set defines how an individual deals with the outer world. Js seek order and are systematic, methodical and organized. These folks like to have things decided ahead of time and strive to avoid last-minute stressors. Ps are spontaneous, flexible, casual and open-ended. These people are energized by the pressure of the last-minute decisions.

“I like to have things set up, organized and structured so that I know what I am walking into,” Allard said. “My boss sees that approach as constricting, and she feels hemmed in.”

This does not mean that Ps are irresponsible. Allard said that her boss is always on time and prepared; she simply goes about it in a different fashion.

“It’s not about skill or ability,” Allard stressed. “It’s about different approaches.”

Why is it important to consider MBTI findings and results from other tools?

Having an awareness of how other people react and process information can help avoid conflict and allow you to seek out a co-worker’s point of view for important decisions.

“When you recognize that people are coming from different perspectives, you can see the real value in those differences,” she said.

She offers a personal example. Allard approaches decision-making from Intuition. She tends to process projects from the big picture, with broad stokes rather than specific details. She has a colleague who is a Sensing preference and is detail-oriented and takes a step-by-step approach to projects.

“I seek him out because I know he can tell me the step-by-step details needed to make my idea happen,” she said. “On the flip side, he asks me to walk through the big picture of the project.”

By recognizing each other’s strengths, they are able to have a well-rounded approach and potentially a better outcome than if focused on personal preference. In the veterinary world, this collaboration could be helpful in diagnosis and treatment plans.

Take-Home Message

It takes time for people to recognize their own personality traits and those of others. It’s a lifelong process to develop the skills needed to fully embrace personality traits. These are skills that are learned and need to be practiced. They will push you outside of your comfort zone. Your business and your practice will be healthier when you and your employees are respectful and mindful of the difference between personality traits, she concluded.  

how to find an approach to each of them

Do you want a joke? In the evening, three workers were given the task of planting 20 apple trees. The next day, the first worker conscientiously dug 20 holes. And the third worker covered them all. Each of them did an excellent job. However, not a single apple tree was planted. And all because the second employee did not show up for work and did not warn anyone.

Are you afraid your employees might do the same? Then let's figure it out.

There are dozens of classifications of employee personality types. None of them claims to be true, because the character of each person is unique. People cannot fit into 6 or 16 types. However, knowledge of the psychological classification makes it clear what motivates a person or, on the contrary, depresses. This helps to build relationships with different people and effectively manage workflows.

What makes up the formula of a person's psychotype? What are the types of employees in an organization? How do they behave in different job positions? We analyze growth areas and strengths of employees depending on their psychological type in the new Yva. ai material. nine0003

Psychological classification: the formula of the psychotype of the employee

Swiss psychiatrist and teacher Karl Gustav Jung proposed to typify people according to their personal attitudes - extroversion and Introversion and four functions - Logic (thinking), ethics, ethics, ethics, ethics, ethics, ethics, ethics, ethics, ethics, ethics , sensory (feeling) and intuitiveness 1 .

Later, the American psychologist David Keirsey added another pair to them - discretion and impulsiveness 2 . This is how 16 personality types appeared. Each of the 16 personality types has its own compound formula. Depending on the psychophysiological qualities that prevail in it.

Consider the types of employees according to the psychological characteristics of the individual. Let's focus on the business qualities of each of the 16 psychotypes 3 .

Types of managers, colleagues and subordinates: analyst caste

Strategist, architect (INTJ) - this type of personality has high standards and demands on itself. They build relationships with people on the principle of "respect - do not respect." It is very easy to lose this respect, and it is almost impossible to regain it. For them, innovation is more important than comfort, and efficiency is more important than communication. With those who think otherwise, this personality type can be blunt and dismissive.

Logic and open-mindedness are two words that can describe a strategist. He reacts extremely negatively to attempts to restrict his freedom. This is not the kind of person who will strictly adhere to the rules. If the boss does not command respect from the strategist, they will not work together.

It is rare for a strategist to choose constant teamwork. Their perfectionism and high standards allow them to remain solitary players. They can't stand idle chatter in the workplace. Strategists tend not to make friends at work. However, in a team with reliable and highly skilled players, this employee personality type can achieve significant success. nine0003

Strategists need power to drive their own innovation and efficiency, not to assert themselves. With subordinates, they are usually on an equal footing. They value independence and provide them with enough freedom in daily activities.

They care about the details. Strategists will demand from subordinates a detailed account of how the project is progressing. They easily delegate authority to subordinates with developed critical thinking. For those who expect specific instructions from the leader, it can be difficult with a strategist. nine0003

Scientist, logician (INTP) are lovers of complex problems. They need a constant mental load and freedom in the implementation of their own ideas. Routine tasks and a high communication load drive scientists into stress. They can be very effective in team work, which is avoided in every possible way.

Scientists are annoyed by colleagues asking them to share how they plan to implement their ideas. However, in the long run, this can help them not only come up with ideas with lightning speed, but also bring them to life. nine0003

Scientists can lose motivation in a restrictive environment. The leader of this type of employees should set challenging tasks for them, encourage resourcefulness and innovative approach. Scientists tend to put off uninteresting and routine tasks. They find it difficult to complete projects.

Scientists often perceive colleagues as a distraction from their work. The people who challenge them are doing them a favor. This spurs scientists on to stay the best. Deep down in their hearts they need variety. nine0003

Scientists like to lead people, but they don't want to. They try to delegate routine tasks to subordinates in order to focus their energy on creating new ideas. Leaders-scientists are flexible and open to interesting proposals. They are demanding and unrestrained in their negative assessment of the work of their subordinates. But they can be very patient.

Commander (ENTJ) is a sharp personality type. He is classified as a difficult type of employee. They feel most organic in a rigid hierarchical environment. These people will defend their opinion to the last. They are proactive and capable of the impossible. nine0003

It is difficult for a commander to remain in a subordinate position. The manager needs a remarkable talent to manage the involvement and satisfaction of such an employee. It must be oriented towards high goals. The slowness of work processes makes commanders absent-minded. But if these people are involved in the project, their organization and ability to prioritize will not be equal. They need objective and rational criticism that increases efficiency.

The commander is sociable with colleagues. He actively shares positive feedback, criticizes, in case of disagreement. The commander likes to work with equals. However, this equality needs to be proved. An incompetent colleague will face the commander's arrogance and condescension. They are able to inspire and educate others, but it feels overkill and pressure. nine0003

Commanding officers are focused on high quality and efficient work. They are born leaders. Commanders effectively allocate roles in the team. They perfectly feel the weaknesses and strengths of their subordinates. The charisma and communicativeness of this type of leader make subordinates perceive the goals of the company as their own. They know how to motivate employees and boost their morale. Commanders are not tolerant of lazy and incompetent employees.

Debater, debater (ENTP) are not the kind of employees who will do “ordinary work”. Routine tasks are clearly not for them. They expect their ideas to be heard by management and are open to discussion and debate with colleagues. Controversialists avoid hierarchical structures.

These subordinates calmly challenge the ideas of their superiors. They can't stand rules and management principles. They have a sharp inquisitive mind that allows them to make and generate non-standard solutions. They value constructive criticism, which can improve performance. They need challenging tasks and diverse projects. nine0003

Their passion for argument and overanalysis can strain more hands-on, problem-solving colleagues. Sometimes, in the struggle for an idea, they seem tough and insensitive. However, their erudition, sense of humor and sociable nature attract colleagues to them. They are storehouses of knowledge. Communication with polemicists is very informative.

The debaters feel great in a leadership position. However, the generation of fresh ideas and the development of innovative approaches occupies them more than the management process itself. Subordinate polemicists can only offer non-standard solutions and engage in the phased implementation of the leader's ideas. nine0003

Controversial people do not seek universal love. It is important for them to be known as a respected and intelligent leader. They stand firmly on the ground and in professional debates are able to defend not only their ideas, but also their team.

Types of subordinates, colleagues and leaders: the caste of diplomats It is important for them that their values, principles and beliefs are shared in the professional environment. nine0003

They are motivated by the meaning of what they do. These are creative people. They are extremely resourceful. A strict hierarchy has a depressing effect on activists. Sensitive and independent - these people appreciate the opportunity to be heard.

They need an open leader who will celebrate their contribution to the common cause. At the same time, it is desirable that their values ​​coincide. They are equally sensitive to praise and criticism. The latter can deeply hurt activists. Strict rules, routine tasks, formal structures affect them destructively. nine0003

Activists are born peacemakers. They are able to defuse the conflict situation in its infancy. Sometimes, good relationships become more important for them than efficiency. They can be classified as introverts.

As leaders, they are for equal treatment with both hands. They rarely take advantage of their position. In subordinates, honesty, reliability, high motivation and rigor are important for them. They are fair and empathic. Strive to identify and develop the strengths of their employees. They can be tough with those who violate moral and ethical principles. nine0003

Intermediary, mediator (INFP) - it is important for them to see the goal in their work. They crave to be useful to other people. They are loyal, optimistic and attentive employees. They are creative and insightful. They are motivated by the opportunity to help others.

They value praise and gratitude and get excited about it. Negative bosses, an overflowing mailbox and a phone torn from constant calls, drive intermediaries into a stressful state. They value freedom, but need time limits and clear directions. nine0003

Equality is important to them. Mediators have a heightened sense of fairness. They don't like conflict. Colleagues often turn to them for advice. They have an empathic communication style.

These managers respect the personality of employees. Their weak point is responsibility. Often they consult with subordinates, unable to make a decision on their own. They tend to support employees rather than handing out CC. Mediators encourage employees to develop their own ideas. They should develop strictness with subordinates and set boundaries. nine0003

Coach, hero (ENFJ) is a charismatic personality type. These are socially active people, charismatics, idealists and creative individuals. They are indispensable in professions with a high communication load.

As subordinates, they are easy to train and excellent at multitasking. Hardworking and responsible. They tend to underestimate themselves and their abilities. Avoid conflicts. They don't like criticism. They have a high risk of burnout.

Always ready to help colleagues. They prefer cooperation. Take care of the comfort of the whole team. Sensitive to other people's needs and responsive to other people's requests.

Such leaders feel the deep needs of subordinates and build a motivational system on them. Sometimes they are subtly manipulative, but with subordinates they always adhere to a win-win position.

Fighter, agitator (ENFP) - for this type of employee in the company, it is important to explore new ideas together with like-minded people. They don't like hierarchy. Their special qualities include creativity, sincerity and lack of prejudice towards other people. They are good listeners. These are innovators who are able to inspire by their own example and increase team morale. nine0003

As subordinates, agitators have good adaptability, cannot stand control, and are independent. The ideal option for relationships with management is cooperation or partnership. With this type of relationship, they will have maximum involvement.

Agitators regard colleagues as friends. They are optimists who will always cheer up and support those who are experiencing difficulties or are in a bad mood. Their forte is brainstorming. Able to listen and consider all opinions. Often they are informal leaders. nine0003

As leaders believe in the internal motivation of employees, build friendly relations with subordinates. Consider the needs of the entire team.

Types of colleagues, subordinates and leaders: guardian caste He respects authority and chooses companies with a clear hierarchical structure.

Administrators strictly adhere to the rules and expect this from others. Responsibility for them is a symbol of trust. They find it hard to bear any changes in the organization that affect them personally. nine0003

Clear instructions are important for them in projects. They often turn out to be generalists. Due to their increased sensitivity to criticism, their flexibility often suffers. These are punctual workers who take their duties seriously. Always finish what they start. In work, they show corrosiveness and meticulousness.

They are calm and consistent employees who never miss deadlines. Empathy is not their forte. They prefer to work alone. Logisticians do not participate in the development of new ideas or a plan for their implementation, but become indispensable in the process of their implementation. nine0003

Logistics managers have a real cult of responsibility. They like to do everything according to the instructions and expect the same from their subordinates. You can only deal with them with facts and figures. Logisticians require strict adherence to the plan. For them, the truth is more important than the feelings of other people. Prone to tough decisions and criticism.

Defender (ISFJ) - you can always rely on this type of employee. Kindness, devotion and concern for other people's problems make them indispensable in the face of unexpected obstacles in work processes. nine0003

The opportunity to help others and sincere gratitude in return is a powerful lever to control the defender's deep motivation. They are not the type to brag about their accomplishments. These are modest and reserved personalities. They are an example of loyalty. These are the employees who, in the event of the dismissal of their leader, leave for him. In order not to fall into stress during organizational changes, it is important for them to be aware of the correctness of the upcoming changes.

Among colleagues defenders are known as altruists. They feel best in friendly and close-knit teams. They are dedicated and sincere colleagues. They are disgusted by conflicts. They find it hard to say no. nine0003

Deep at heart, defensive leaders don't like to control people. They prefer to work equally with subordinates. You can always turn to such a boss for help. He will not only listen and give good advice, but also show warmth and support. Defenders try to minimize conflicts. Build friendly relations with subordinates. They can be overly sensitive, which is a minus for the leader.

Manager, manager (ESTJ) are people of order. They make rules and follow them. In work, they strive for a high level and expect the same from others. Can't stand irresponsible employees. Their disadvantages include excessive stubbornness and lack of flexibility. They are not prone to experiments in work and prefer proven methods.

Their loyalty and loyalty depend on the respect they have for the company and the leader. Employees of the psychotype manager express their opinion openly and can be disgustingly honest. nine0003

They like well-organized workplaces and processes. Managers are honest and friendly colleagues. They are risk averse. The most difficult thing for them is communication with those who like to promote risky and controversial ideas. Managers are positive about constructive criticism. They love to feel like part of a team.

Building effective teams is the forte of executive managers. They cannot stand laziness and violating the work ethic. As leaders, managers demand recognition of their authority and adherence to rules. Their expectations are always clearly and accessiblely expressed, which leaves no room for the subordinates to maneuver. nine0003

Consul (ESFJ) - this psycho type has a high social intelligence. Such people have no equal when it is necessary to convey and control the performance of duties by other employees. They feel comfortable in organizations with a strict hierarchy and clear distribution of roles.

Consuls are loyal, hardy and hardworking subordinates. They recognize the authority of their leader. Consuls have a negative attitude towards excessive freedom and improvisation. They do a great job with routine tasks. These are team players. Paper work squeezes them out. The consul will be the first to lend a helping hand to a colleague. Networking for them is as natural a process as breathing. They appreciate the appreciation of colleagues. Criticism or rejection of offered assistance can hurt a sensitive consul. nine0003

Consul-leaders expect subordinates to respect their authority. And in every way they support it with rules and standards. Consuls are not afraid to take responsibility. They enjoy managing people. Consuls are able to unite people into effective teams and achieve high involvement from employees. They do not like conflict and prefer to strictly adhere to traditional roles.

Employee personality types: caste seekers

Virtuoso, master (ISTP) - this type of personality is a pragmatist in life. The incentive to work for such an employee is well-being. He is not the kind of person who will work for an idea. He expects material returns from his work. Virtuosi prefer to work in a small cozy space. For them, the friendly attitude of colleagues is important.

Despite their natural modesty, virtuosos are sensitive to praise. Recognition of merits and talents motivates them to work more efficiently. During a period of decline in efficiency, virtuosos need the attention and support of colleagues. nine0003

Strict rules, formal arrangements and strict adherence to the plan oppress the virtuoso subordinate. Such people find it difficult to change habits and working methods under pressure from management. They do not take quiet stubbornness. Strategy is not their forte. They tend to solve tactical problems. They know how to finish what they start.

Quiet, rational, and reserved virtuosos can be unintentionally rude to colleagues. This offends thin-skinned employees. The spontaneity and low level of empathy of virtuosos are to blame. They themselves are resistant to conflict situations and are able to defuse the situation with a good joke. nine0003

The virtuoso leader communicates with subordinates in the way he would like to be communicated with him. A minimum of conversations and free borders are held in high esteem. They are weakly emotional and therefore seem cold and distant to employees. They do not like the talkativeness and excessive emotionality of subordinates. However, a virtuoso is able to listen carefully to a colleague and offer a rational, impartial solution. His business activity is focused on the current situation and the logic of facts.

Artist, adventurer (ISFP) - this type of employee works productively when there is no rush and the usual rhythm of life is not disturbed. An artist is a creative spontaneous person. In work, they definitely need room to maneuver. Strict adherence to rules, a rigid hierarchical structure is not for them. They can't stand management control. It is important for them to set specific goals, and otherwise give them complete freedom of action.

Artists love to learn and solve problems. They are modest and therefore do not rush to offer their help, but wait to be called. They need to feel appreciated. nine0003

This type of employee prefers to be on equal terms with colleagues. Despite high communication skills, excessive social activity can drain artists. They are tolerant of people and friendly. Sensitive to praise. The priority of artists' personal goals can sometimes get in the way of work.

The sensitivity of artists makes them attentive and caring leaders. In relationships with subordinates, they prefer the format of cooperation. The leader of this type is a born diplomat. He prefers to resolve issues at an informal level. Committed to helping those in need. nine0003

Artists know how to harmonize the personal motives of their employees with work tasks. They will work together with subordinates, roll up their sleeves and inspire the team by personal example 4 .

Entrepreneur (ESTP) is the type of smart, energetic person who values ​​risk. Has an entrepreneurial streak. Noisy, fun and spontaneous. Problems are solved as they come up. People of this psychotype are highly adaptive.

They hate rules, which makes them problematic subordinates.

They have a quick mind and a strong inclination to experiment. Routine tasks, monotonous actions make businessmen sad. They are not afraid of uncertainty. They are able to be effective in a crisis. The honor roll was designed specifically for this type of personality. Nothing motivates entrepreneurs more than making them stand out from other employees.

They can talk to anyone and about anything. They know how to make the right connections. Dealers have low emotional sensitivity. They will not hesitate to accuse a colleague of laziness or incompetence. nine0003

A managerial position is best suited to a businessman. Here he can show all the flexibility and move away from the usual traditions and foundations. They are practical and strive to improve work processes. Dealers set measurable and achievable goals for subordinates. They are steadily moving towards the finish line.

These are strong-willed individuals. Dealers know how to assess the alignment of forces. Tends to be hierarchical. Respect penetrating subordinates. In conflict situations, they adhere to a competing style of behavior. They exercise administrative control with subordinates. In business can be unethical. Focused on increasing profits. nine0003

Entertainer, Entertainer (ESFP) - These employees value freedom and independence over safety. Therefore, they can easily quit if they feel pressure and severe restrictions. Sometimes they are irresponsible. Subordinate entertainers cannot stand routine actions and repetitive typical tasks. They can be selfish and impatient. They love change and new ideas. Entertainers tend to get quick results.

These employees get along well with their colleagues. They know how to defuse tense situations. Spontaneous and resourceful entertainers are happy to organize a corporate event. Colleagues appreciate them for their easy communication style and wit. They are able to create a comfortable environment in a playful manner and involve other employees in performing practical tasks. Entertainers are indispensable in a dynamic stressful environment. Sensitive to criticism. nine0003

The leader of this psychotype is a clever manipulator. This is an inspiring leader. He pumps up the team with energy and positivity, which help to achieve high results. Remember the famous "Wolf of Wall Street" performed by Leonardo DiCaprio?! A typical leader-entertainer.

Such a boss fearlessly rushes into the thick of work and “rows” along with everyone else. He is great at resolving conflicts. You can always come to him with your proposal or complaint about what interferes with work. He will definitely listen and support. nine0003

We analyzed 16 psychotypes. Each of them has its own advantages and growth areas, which should be taken into account when forming a team and delegating authority. However, in addition to the psychological classification of employees, there is a division according to the style of leadership. And this is also important to consider at work.

According to statistics, 84% of businesses are controlled by informal leaders. Some employees help colleagues adapt to the upcoming changes. The second - take responsibility for the team in a crisis period. Thirdly, they make sure that colleagues adhere to the intended course and everything happens according to the rules. nine0003

Someone who explains difficult things to colleagues easily and simply. And someone in time throws up a new idea that leads the team to success. All these people are already in your company! Do you want to know your heroes in person?

Smart behavioral analytics platform Yva.ai allows you to identify opinion leaders and effectively manage the leadership process.

In addition to leadership styles, the Yva.ai platform dynamically assesses indicators of employee well-being (burnout), satisfaction and skills. nine0003

Would you like to know more about how it works? Register for a master class with a Yva.ai specialist. Our expert will tell you how to use the pulse survey system to identify opinion leaders in your company.

  1. Extraversion and introversion. Features of psychosomatics and eventfulness // B-17.ru.
  2. D. Keirsey's typology // Studfile.
  3. 16 Personalites // 16personalities.com.
  4. Rainbow of characters. Psychotypes in business and love // ​​Strelbitsky's multimedia publishing house. Ivan Karnaukh. 2013.

Kinds and Types of Employees in the Organization [Characteristics + Examples]

Why classifications of types of employees are needed

Types of employees used in personnel management do not divide workers into useful and not very. They allow you to identify suitable candidates for positions for business in specific conditions.

Select candidates for company objectives

Use a test to determine the personality type of applicants

Start testing

A harmonious, stable working team brings together people with different personal characteristics, psychological characteristics. The strengths of individuals balance the weaknesses, and the result of their interaction leads to the desired result for the company.

When testing for a psychotype according to various criteria, the employer determines :

  • the conformity of the character, personality traits to the assigned work;
  • motivational interests of members of the labor collective; nine0436
  • appropriate methods of interaction with the employee;
  • the degree of compliance of the applicant's worldview with the corporate culture.

Most of the methods used are of an appraisal, applied nature. Many of them were developed by personnel specialists together with psychologists and tested in practice. Companies choose the classification that suits them best and use it.

Having knowledge about the personality types of employees, HR managers and managers can more effectively establish communication and interaction with the team. nine0003

The main tasks that are solved when using breakdown by type :

  1. Determining the role of everyone in the team.
  2. Development of the most appropriate ways of obtaining knowledge.
  3. Knowledge of the strengths and weaknesses of the personality, the degree of correspondence of the psychotype to the chosen work.
  4. Determining the direction of activities to smooth out conflicts and selecting applicants for the company's management style.
  5. Choosing the best ways to encourage. nine0436

By balancing the negative manifestations of characters, the maximum use of the positive personality traits of workers, it is possible to achieve the desired result and effectively manage human resources. Managers need to find an approach to each type of employee.

How the staff is divided by types of motivation

It is not advisable to use the same incentives for all social and professional groups. For some, only money is important, for others - recognition, others like calm, measured, routine activities. nine0003

Classification of types of employees in relation to motivation according to the theory of Gerchikov V.I.
Type of employee Characteristics Preferred form of remuneration

Lumpenized

• not selective in terms of the type of work;

• satisfied with a low salary, but only if others do not receive more;

• has a low qualification and does not want to improve it;

• does not show initiative and sabotages the activity of others, resists any change;

• avoids responsibility and great efforts to achieve the goal, does not seek to manage anything.

Time payment.

Instrumental

• money, the cost of labor, not its content are primary;

• wants to clearly understand what they are paying for, does not like favors;

• strives to provide for himself. nine0003

Piecework, with a high proportion of the variable part depending on the results.

Professional

• primary job content, regardless of pay level;

• wants self-expression and recognition through work;

• yearns for professional recognition;

• wants independence, seeks to participate in solving work issues.

Time-based, depending on the qualification and complexity of the work. nine0003

Patriotic

• willing to work for an idea if it appeals to him;

• seeks public recognition and participation in collective success;

• wants to know that he is irreplaceable in the company.

Time or piecework with a small variable part depending on the overall result of the company.

Master

• wants to take responsibility;

• requires a lot of freedom of action;

• does not like being controlled by anyone.

Piecework or hourly pay based on individual or collective performance.

To assess which types of employees correspond to certain types of motivation, the Motype test developed by V.I. Gerchikov is used. It includes 18 questions and requires no more than half an hour to complete. Suitable for government and commercial institutions. nine0003

Types of employees depending on their professional inclinations

This method was developed in 1986 by Alan Mumford and Peter Honey. Initially, it was formed to determine the style of learning, but has found wider application.

What types of employees can be determined by the Honey-Mumford test:

  • Activity. Prone to immediate action, but unable to work hard for long periods. Impulsive, active, unpredictable. Happy to accept anything new.
  • Thinker. The complete opposite of a doer, thoughtful and cautious. Will not act until he weighs each step. Unsociable, voices his thoughts only when he is sure of the result.
  • Theorist. Builds complex models based on observations, prone to comprehensive analysis. Likes rules, norms, clear instructions. He prefers to reach everything himself without outside help and look for the right solution.
  • Pragmatist. Immediately begins to implement the idea that interests him. Strives to solve complex problems, has good business acumen. Immediately gets to work, does not like reflections. He sees any problem as an opportunity.

Based on the results of the tests, the types of employees and their inherent inclinations are determined. They learn how the staff will act when problems arise, and how each employee uses their knowledge and skills in practice.

Classification according to professional qualifications and involvement

There is also a more practical classification of employee personality types depending on their attitude to the profession and the company. The basis for separation is internal motivation, the desire to benefit the employer, to share his goals. nine0003

Groups of employees by degree of involvement and professionalism:

  1. Fanatic. Ambitious, dedicated to the company, almost the perfect employee. Always ready to do more than required. Considerable attention is paid to the quality of work, always brings the matter to the end.
  2. Good professional. Has a high level of skill, but does exactly what is required. Although he shows decent results, he is not ready for a labor feat for the sake of the company. Able to improve his professional level as needed. nine0436
  3. Bad employee. A low-skilled worker who performs tasks to the best of his ability. Does not seek professional development.

In their pure form, these groups practically do not occur and include subtypes. Additional separation depends on whether the interests of the employee coincide with the goals of the company, whether he realizes the importance of interacting with colleagues.

Zealot:

  • Heroic subtype. nine0464 Sacrifices his time and income to do his best work. He perceives professional failure as personal. Has managerial potential.
  • Technology subtype. Distinguished by outstanding technical training. Realizes the tasks of the company, not forgetting about his own interests. Interested in equal, partnership relations with the employer.
  • Innovation Generator. In his work he is guided only by his own ideas. The rationality of his proposals and the availability of financial opportunities for the company does not bother him. nine0436
  • Out of control know-it-all. Able to implement his proposals even at the expense of excessive use of company resources.
  • Unappreciated Inventor . Does not fit well with company policy, but believes that in fact he is underestimated. From wrecking, he is restrained only by good relations with colleagues or the leader.
  • Internal competitor. Comes into conflict with the rest of the team in order to show himself. nine0436
  • Lone professional. Prefers to do quality work on time, but without outside help.
  • Dark genius. For the sake of realizing his own ambitions, he is able to harm the company. Sees it as a resource to achieve their goals.

Good professional:

  • Modest. Works on orders, qualitatively, without initiative, but is highly qualified.
  • Partner. Ready for contacts, highly qualified, disciplined and punctual. Shows initiative, but not always on time. nine0436
  • Passenger. His interests lie outside the goals of the company. Despite professionalism, ready to leave at any moment.
  • Travel companion. Professional, energetic, but concerned with achieving personal well-being, not the goals of the company. Has high communication skills.
  • Performer. Has no initiative, although it has sufficient potential. Shows activity only in typical situations with a known result.
  • Observer. nine0464 Does his part of the work and does not link it to the interests of others.
  • Saboteur. A highly skilled worker who does not share goals with the company. At the first opportunity, he tries to harm the process. Often these are people after demotion.

Bad worker:

  • Whipping boy. An incompetent employee who is very proud of his belonging to the company, therefore, is ready to make sacrifices for the sake of colleagues. nine0436
  • Public organizer. Attempts to compensate for incompetence through the role of an informal leader or informer of the manager. Strives to stand out against the general background, but not at the expense of results in work.
  • Quiet. Tries to be inconspicuous, due to which he can hide his incompetence. He behaves like an eternal newcomer to the team.
  • Outcast. An employee who understands his precarious position and tolerates any comments. They break up with him the fastest. nine0436
  • Parasite. Selects a skilled worker, builds a relationship with him, and survives by copying his behavior.
  • Revolutionary. An employee who cannot fit into the company in any way, but promotes innovation. In fact, he wants to remake the processes for himself.

For grouping it is advisable to use Schubert questionnaire . In the future, based on the results obtained, it is possible to distribute employees and adjust approaches to management and motivation methods. nine0003

Classification of employees from a position of loyalty

Depending on the behavior in the course of performing work functions and loyalty to the employer, 9 categories of workers are distinguished . Below we consider each of them in more detail.

Types of employees from a position of loyalty
Type Characteristics
Hyperthymic Active, sociable employee, showing loyalty not to a specific position, as such, showing loyalty not to a specific person. nine0522
Austic Loyal to the company and management, but does not show it outwardly, while possessing high professional qualities.
Labile An employee who is committed to the company but is characterized by mood swings.
Demonstrative An employee puts on a theatrical show, rarely a true professional. Changes job when a feeling of "unrecognized" arises.
Psychasthenic Rational, quick-witted, but not self-confident, loyal for moral reasons.
Stuck Loses loyalty at the slightest remark to work from management, unable to listen to criticism.
Conformal Adapts to the employer along with the rest of the team, works little and often half-heartedly, needs constant monitoring by management.
Unsteady Loyalty is guaranteed only by constant pressure on him. Not burdened with moral principles and lazy, lacking business acumen.
Cycloid Kind, sympathetic, but with sharp changes in the level of efficiency and mood. Requires an individual approach.

Management needs to build relationships with employees based on this breakdown. At the same time, you need to understand that the dismissal of disloyal people cannot solve the problem, since there are no guarantees that employees newly hired for production and office will not belong to the same psychotype. 9 would be good for rating.0463 Leonhard test .

Conclusions

It is necessary to evaluate the types of personnel based on the specific tasks of the company or manager, but this should not be an end in itself.

Learn more