Amongst all the functional areas that a manager chooses to be in, Human Relations Development (HRD) is one area where success of the manager is completely dependent on whether his personality traits match the stringent requirements of such a career. Even today, many believe that managers are born and can't really be made. Many such believers are actually teaching in business schools and I pity the students who have the misfortune of being trained by faculty with such "blind spots". Ironically, HRD is one field where the above misconception is at its truest.

Textbooks and business schools are good at teaching you many techniques that are required to fight that demon of "inefficiency"(in everything that you do as a manager); but what about those "deficiencies", which are your own? Can an outsider really handle these? Personality traits are difficult (not impossible) to change and require hard work and sincerity of purpose. Some of these habits get formed because of the way we are brought up and are conveniently but wrongly attributed to "heredity". If this was indeed so, shouldn't children of all good managers have become good managers? Let us spend some time, dear readers, in identifying the special qualities that help a HRD manager to succeed.

Are you compassionate?
Can you sympathize with others' difficulties? Or are you so full of yourself that you rarely have the time and inclination to commiserate with others? Are you moved by human sufferings and do you feel the innate need to do something about it? When your car stops at the traffic-signal, do you shoo off the beggars with disdain and repulsion or only with a feeling of resignation that your efforts will not reduce their misery? Check this out before embarking on a career in HRD. Unless you have an attitude of using your talents to improve the other persons' lot, you will be a misfit.

Are you jealous of others' prosperity?
A wag once said that moral indignation is 2% moral, 48% indignation and 50% jealousy towards whatever you are upset about. Jealousy is something a HRD manager can do without. Admittedly it will be impossible to find a human being devoid of this emotion but ask yourself if this is one of the first emotions that envelopes you on meeting someone who is "superior" (in wealth or skills).

How good are you at recognizing the other persons' ego?
Many of us wear our egos on the shirt-sleeve. Subconsciously we compartmentalize those who pamper our ego as our "well-wishers" & those who do not, as belonging to the "other camp". Nothing could be farther from the truth. If you have the knack of recognizing what will motivate the other person, you could look forward to being a good HRD professional. What better way to motivate could there be than to recognize the other persons' ego and then strive to satisfy it?

Can you keep a secret?
"Broadcasters" usually do not make good HRD professionals. People want to share their secrets with only those who do not make the information "public". This is easier said than done. The lure of appearing "important" as a custodian of such knowledge necessarily leads to leaking parts of it because unless that is done how would anyone believe that you indeed possess it? Good HRD professionals must have the innate ability to keep secrets and appear perfectly normal.

Can you empathize?
Do you have this ability to get into others' shoes and look at a situation from that perspective? Or are you a person who is forever looking at things from your own angle and then trying to bring about a change in the other persons' point of view? Empathy is a vital skill that a HRD professional must possess. Ask yourself if you are a "debater" or a "good listener" - it is the latter that will bring you success in this field.

Are you convinced that every human being is unique?
Many of us just refuse to admit the possibility that two persons could react differently (and sometimes in a completely opposite manner), to a common proposal. Yes, psychologists have categorized behavioural patterns but even they admit that this is done more for ease in understanding the theory behind these postulates than to put individuals into distinct "black" or "white" boxes. There are infinite shades of "gray" in between and the earlier you recognize this, the better will you do as a competent HRD professional. Don't expect everyone to welcome your idea with equal enthusiasm though you may be convinced that it is the best in the given circumstances.

Do you respect a human being for just being that?
Do you respect a human being just because he is a fellow human being or do you allow his (or her) wealth & /or designation to decide this? Many HRD professionals have had to face this acid test, when their bosses expected them to implement decisions which presumed that a particular section of employees were the inanimate assets of the company and not human beings. If you think you can come out of such situations with your dignity intact, go ahead and pursue this career option.

Can you digest the fact that others can have diametrically opposite views?
Are you "democratic"? Can you tolerate the fact that others far below you in rank and intelligence can have opinions opposite to those of your own? Do you admit that winning them over to your side without affecting their dignity, is your main responsibility as a HRD professional? You may be indifferent to the existence of GOD but will you assist your workmen in getting funds sanctioned for a temple inside the premises of the factory? If this sounds so much trouble, think of another career option.

Are you used to applying the same yardstick to your own actions?
Most of us are guilty of treating ourselves as "above the law". Norms applicable to others are conveniently forgotten when it comes to judging our own actions. This behavioural pattern is largely a function of how one is brought up since childhood. The entire blame of course cannot be put on our parents. In our adult lives, we get many opportunities to change our value systems. If this trait continues in us, we have only ourselves to blame. A HRD professional is particularly at a disadvantage with this kind of behavioural trait. Not only does he have to be fair but he has to ensure that he appears to be fair in all his dealings.

Do people have faith in you?
It is the most important quality that a HRD professional must possess. Some command blind faith and others not so blind a faith; but without this skill, the HRD person will be at a loss to operate efficiently in any environment. Just imagine the faith all of us have in our parents; it is born out of the confidence that they will never suggest or do anything detrimental to our interests and wellbeing. Well, a successful HRD manager is no less than a parent at office.

So dear readers, why don't you assess yourself on this ten-point scale? Give yourself one mark for every positive quality that you think you possess and a zero if you feel you do not! Managing human relations in an organization is the trickiest job because you have to take on each person on a "one on one basis" (as Americans would say) and there are no formulae to ensure that policies will produce uniform results. If you score seven or more, go ahead and aspire to be a good HRD manager. With a score of five or six, there are some chances that you can improve and succeed. Anything less than or equal to four should clearly indicate that this is not your cup of tea. This might be the right time to explore alternatives & plan a change of your career path.

"Mr. Prakash Shesh, the author, has done his MBA from Indian Institute of Management, Ahmedabad after his Masters in Physics from I.I.T. New Delhi. You may send your feedback to him by choosing an option at the top right corner of this page."