Hi Samvedan,
I really agree with you but can you please explain me what exactly you mean to say about "To be in HR career, the success requires also a suitable and matching peersonality"
what type of personality should HR posses ?? HR should be always strict and sharp.
your answer will help me a lot, as i cannot behave harshly with any one & cannot behave with attitude and this made me frustrating some times.
so can i get success in this proffession with whatever abilities i have or i need to work hard to bring changes in my personality???
Harshada
From India, Pune
I really agree with you but can you please explain me what exactly you mean to say about "To be in HR career, the success requires also a suitable and matching peersonality"
what type of personality should HR posses ?? HR should be always strict and sharp.
your answer will help me a lot, as i cannot behave harshly with any one & cannot behave with attitude and this made me frustrating some times.
so can i get success in this proffession with whatever abilities i have or i need to work hard to bring changes in my personality???
Harshada
From India, Pune
Hello,
A good question indeed!
By a "suitable and matching personality" what do I really mean?
In HR no two situations are identical and if they are even similar, the same solutions do not work successfully. As HR we need to deal with each situation on its own merits. Unless the personality is inherently flexible and adaptable, it will find it difficult to deal with situations that are as varied as they could be, effectively or successfully. HR cannot be fixed or frozen in his/her thoughts. It has to be open, receptive and changeable when convinced and change its stance without even seeming to be contradicting himself or without being irrelevant.
The core personality is a constant but at application level it may have to manifest in as many different ways as the situation may demand.
I know that I am making very strange expectations. One has to be consistent yet convincingly depart from the core in justifiable manner. In any case, I may personally hold some conviction but the organization's priorities may be different. In such a case I can be with that organizarin only for such time as the mismatch can be sustained. This underscores the need to establish an organization culture in line with its values and enlist employees who may be comfortable in such a culture. But this also is not a one time decision. Culture also changes as it evolves and the members of the organization have to maintain relevance with culture at any given time (without compromising individual culture!)
Just as an honest person rarely survives or grows in a corrupt set up or a coward rarely becomes a warrior even for HR the culture compatibility is inescapable. (You will also find these amongst the many reasons for "attrition".)
In psychology the concept is "Role Personality Compatibility" and is rated very high! Knowledge, Skills and Attitudes apart, if one fails on the compatibility criterion, both the individual and the organization will suffer.
In the end (for the time being) I wil say that HR has to be comfortable with the "soft" and the "hard", "good" and the "bad", "honest" and the "dishonest", the "rude" and the "pliable" AND have the ability to generate a symbiotic action in the interests of the organization. HR can't take sides with anyone except the organization.
Therefore, just as the value of the diamond depends upon the number of facets it has, the value of HR depends upon multiplicity of skills he is able to deploy for the sake of the organization. A man of many parts really but always FOR the organization-in fact first for the profession and then for the organization.
Look, I am aware that you may not find this to be a direct answer to your question, but you are receiving more than that by way ofthis answer. Despite this if wish to persue the discussion, you are most welcome.
Regards
samvedan
September 29, 2007
From India, Pune
315A good question indeed!
By a "suitable and matching personality" what do I really mean?
In HR no two situations are identical and if they are even similar, the same solutions do not work successfully. As HR we need to deal with each situation on its own merits. Unless the personality is inherently flexible and adaptable, it will find it difficult to deal with situations that are as varied as they could be, effectively or successfully. HR cannot be fixed or frozen in his/her thoughts. It has to be open, receptive and changeable when convinced and change its stance without even seeming to be contradicting himself or without being irrelevant.
The core personality is a constant but at application level it may have to manifest in as many different ways as the situation may demand.
I know that I am making very strange expectations. One has to be consistent yet convincingly depart from the core in justifiable manner. In any case, I may personally hold some conviction but the organization's priorities may be different. In such a case I can be with that organizarin only for such time as the mismatch can be sustained. This underscores the need to establish an organization culture in line with its values and enlist employees who may be comfortable in such a culture. But this also is not a one time decision. Culture also changes as it evolves and the members of the organization have to maintain relevance with culture at any given time (without compromising individual culture!)
Just as an honest person rarely survives or grows in a corrupt set up or a coward rarely becomes a warrior even for HR the culture compatibility is inescapable. (You will also find these amongst the many reasons for "attrition".)
In psychology the concept is "Role Personality Compatibility" and is rated very high! Knowledge, Skills and Attitudes apart, if one fails on the compatibility criterion, both the individual and the organization will suffer.
In the end (for the time being) I wil say that HR has to be comfortable with the "soft" and the "hard", "good" and the "bad", "honest" and the "dishonest", the "rude" and the "pliable" AND have the ability to generate a symbiotic action in the interests of the organization. HR can't take sides with anyone except the organization.
Therefore, just as the value of the diamond depends upon the number of facets it has, the value of HR depends upon multiplicity of skills he is able to deploy for the sake of the organization. A man of many parts really but always FOR the organization-in fact first for the profession and then for the organization.
Look, I am aware that you may not find this to be a direct answer to your question, but you are receiving more than that by way ofthis answer. Despite this if wish to persue the discussion, you are most welcome.
Regards
samvedan
September 29, 2007
From India, Pune
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