Business qualities of a specialist. How to correctly describe professional qualities in a resume: examples and explanations

An employer cares about both the personal and business qualities of an employee. Which abilities are more important? How to deal with negative traits? Each profession has its own characteristics. We will tell you in our article how to make the right choice and how to evaluate a future employee.

Business and personal qualities

An employee’s business qualities are his ability to perform certain job duties. The most important of them are the level of education and work experience. When choosing an employee, focus on the benefits he can bring to your company.

Personal qualities characterize an employee as a person. They become important when applicants for one position have the same level of business qualities. Personal qualities characterize an employee’s attitude towards work. Focus on independence: he should not do your work, but must cope with his own to the fullest.

Business qualities	Personal qualities
The level of education	Accuracy
Specialty, qualification	Activity
Work experience, positions held	Ambition
Labor productivity	Non-conflict
Analytic skills	Fast reaction
Quick adaptation to new information systems	Politeness
Fast learner	Attentiveness
Attention to detail	Discipline
Flexibility of thinking	Initiative
Willingness to work overtime	Performance
Literacy	Communication skills
Mathematical thinking	Maximalism
Customer interaction skills	Perseverance
Business communication skills	Resourcefulness
Planning skills	Charm
Report preparation skills	Organization
Oratorical skills	Responsible approach to work
Organizational skills	Decency
Enterprise	Devotion
Professional Integrity	Integrity
Scrupulousness	Punctuality
Ability to handle multiple projects simultaneously	Determination
Ability to make quick decisions	Self-control
Ability to work with large amounts of information	Self-criticism
Strategic Thinking	Independence
Striving for self-improvement	Modesty
Creative thinking	Stress resistance
Ability to negotiate/business correspondence	Tact
Ability to negotiate	Patience
Ability to express thoughts	Demandingness
Ability to find a common language	Hard work
Ability to teach	Self confidence
Skill to work in team	Equilibrium
Ability to put people at ease	Determination
Ability to persuade	Honesty
Good appearance	Energy
Good diction	Enthusiasm
Good physical form	Ethical

Choice of qualities

If more than 5 characteristics are included in the resume, this is a signal that the applicant is not able to make an intelligent choice. Moreover, the standard “responsibility” and “punctuality” have become banal, so if possible, ask what these general concepts mean. A striking example: the phrase “high performance” could mean “ability to work with a lot of information”, while you were counting on “willingness to work overtime.”

Such general concepts as “motivation to work”, “professionalism”, “self-control” can be explained by the applicant in other expressions, more specifically and meaningfully. Pay attention to incompatible qualities. To make sure that the applicant is honest, you can ask him to illustrate the characteristics he specified with examples.

Negative qualities of an employee

Sometimes job applicants also include them in their resume. In particular such as:

• Hyperactivity.
• Excessive emotionality.
• Greed.
• Vengefulness.
• Impudence.
• Inability to lie.
• Inability to work in a team.
• Restlessness.
• Touchiness.
• Lack of work experience/education.
• Lack of a sense of humor.
• Bad habits.
• Addiction to gossip.
• Straightforwardness.
• Self-confidence.
• Modesty.
• Poor communication skills.
• The desire to create conflict.

An applicant who includes negative qualities in his resume may be honest, or he may be reckless. Such an action does not justify itself, but if you want to know possible problems with this applicant, ask him to list his negative qualities. Be prepared to give the person the opportunity to rehabilitate himself and present negative qualities in a favorable light. For example, restlessness indicates easy adaptation and quick switching from one task to another, and straightforwardness indicates the benefits that it can bring when concluding a deal.

Be prepared to give the person the opportunity to rehabilitate himself and present negative qualities in a favorable light.

Qualities for different professions

Certain professional qualities are needed in almost all types of activities. You can make it easier for applicants and at the same time narrow their circle by including information about the required characteristics in the job advertisement. For an employee in the field of promotion or entertainment, the main qualities are communication skills, the ability to work in a team, and to win people over. The list of winning qualities will also include: charm, self-confidence, energy. In the field of trade, the list of the best qualities will look like this: flexibility of thinking, skills in interacting with clients, the ability to negotiate, work in a team, as well as quick response, politeness, perseverance, and activity.

A leader in any field must have such professional qualities as organizational skills, the ability to find a common language and work in a team, resourcefulness, lack of conflict, charm and the ability to teach. Equally important are the ability to make quick decisions, self-confidence, attentiveness and balance.

The strengths of an employee working with a large amount of data (accountant or system administrator): attention to detail, accuracy, quick learner, attentiveness, organization and, of course, the ability to work with a large amount of information.

The characteristics of a secretary include a variety of positive qualities: skills in interacting with clients, business communication, literacy, ability to negotiate and conduct business correspondence, and the ability to deal with several things at the same time. Also pay attention to good external characteristics, attentiveness, tact and balance, and diligence. Responsibility, attentiveness and stress resistance are useful in any profession. But the applicant, adding such qualities to his resume, does not always take them seriously.

Responsibility, attentiveness and stress resistance are useful in any profession. But the applicant, adding such qualities to his resume, does not always take them seriously.

Assessment of employee professional qualities

To avoid wasting time and money testing new employees, companies sometimes evaluate them before hiring. There are even special personnel assessment centers created for this purpose. A list of assessment methods for those who prefer to do it themselves:

• Letters of recommendation.
• Tests. These include routine aptitude and aptitude tests, as well as personality and biographical tests.
• Interview.
• An exam on the knowledge and skills of an employee.
• Role play or cases.

Role-playing will help you find out in practice whether the applicant is suitable for you. Simulate an everyday situation for his position and see how he copes. For example, evaluate his customer interaction skills. Let the buyer be your competent employee or yourself, and the applicant will show what he is capable of. You can set a goal for him to achieve during the game, or simply observe his working style. This method will tell you much more about the applicant than the “Personal Qualities” column on a resume.

When deciding on evaluation criteria, you can base your assessment on business qualities: punctuality, potential quantity and quality of work performed, experience and education, skills, etc. For greater efficiency, focus on the qualities required for the position for which the candidate being assessed is applying. To be confident in an employee, consider his personal qualities. You can conduct an assessment yourself in the form of a ranking of candidates, placing + and – according to certain criteria, distributing them by level or awarding points. Avoid assessment pitfalls such as bias or stereotyping, or placing too much weight on one criterion.

Writing a resume is perceived by many people as listing all the positive personal qualities.

• Summary as a price list
• Evaluate yourself soberly
• We keep the brand

Moreover, they are not even always really available, but are abstract. But what is really important to put on your resume in order to get a good job?

Summary as a price list

A resume is essentially a price list, because every line of it states the value of a person as a specialist and employee.

The fewer functions it can perform, the cheaper its services will cost and vice versa.

The “price” of a person consists of those qualities that the employer wants to see in the applicant. That is, an economist and, for example, a chef need a different set of qualities, a different price list.

Evaluate yourself soberly

When starting to indicate all his good qualities in his resume, a person must first of all adequately evaluate himself professionally. As a rule, all unsuccessful attempts to get a job or promotion are due to overestimated or, conversely, underestimated self-esteem, leading to an incorrectly compiled resume.

Thus, it is necessary to soberly assess your abilities and understand what specific knowledge and skills are at your best. They should be included in your resume.

At the same time, it is worth considering the resumes of other applicants for the position, understanding where they are superior and also reflecting this in your list.

It is worth emphasizing personal characteristics only if the employer’s requirements do not have enough qualifications.

Human qualities for a resume. List

A sample list looks like this, but it is, of course, not completely exhaustive:

• activity;
• accuracy;
• analytic skills;
• ambition;
• fast learner;
• attentiveness;
• politeness;
• high efficiency;
• flexibility;
• discipline;
• integrity;
• friendliness;
• diligence;
• initiative;
• creativity;
• communication skills;
• loyalty;
• persistence;
• reliability;
• resourcefulness;
• focus on results;
• non-conflict;
• optimism;
• organizational skills;
• oratory;
• result orientation;
• organization;
• responsiveness;
• responsibility;
• decency;
• presentable appearance;
• enterprise;
• integrity;
• punctuality;
• innovation;
• self-control;
• independence;
• self-criticism;
• scrupulousness;
• justice;
• ability to make quick and independent decisions;
• stress resistance;
• desire to improve professional level, self-improvement, professional growth, development;
• a creative approach to finding ways to complete assigned tasks;
• hard work;
• self confidence;
• skill to work in team;
• ability to adapt to change;
• ability to persuade;
• good diction;
• determination;
• sense of humor;
• honesty;
• energy.

Positive

It’s not enough to just list all your best qualities in your resume; you also need to justify them. The rule of the “golden mean” works here - a person should not excessively praise and describe at length all his positive aspects.

A resume should not exceed 1-1.5 pages, and besides, the employer has neither the time nor the desire to read someone’s stories about himself.

You can imagine yourself in the place of the head of the organization, understand what he needs, and slightly embellish the qualities required at this place, describe them in a short and concise form.

We highlight the business aspects

Whether a person is hired is influenced not so much by his personal qualities as by his professional ones. Therefore, it is on them that the main emphasis should be placed.

There is no need to list all your skills. Much in this matter depends on the position for which the person is applying. Different business qualities will be preferable for a manager and an accountant.

Therefore, you need to look at the text of the vacancy announcement, look at the professional requirements and indicate in your resume exactly those that are available.

It is also worth describing business qualities briefly, in one sentence, for example: “Six years of work as deputy chief accountant.”

It is important to ensure that business and personal qualities do not conflict with each other.

Negative

If the employer does not ask you to indicate separately bad qualities in your resume, then you do not need to do this yourself.

Examples of qualities that are likely to be perceived as negative are:

• excessive emotionality;
• inability to lie;
• poor communication skills;
• inability to work in a team;
• lack of work experience;
• lack of specialized education, etc.

Strengths and weaknesses in a resume

When indicating the positive and negative qualities of a person in a resume, you need to be extremely careful. Much depends on the specific position and corporate culture of the company - in one situation a certain quality will be perceived as positive, and in another as negative.

An accountant does not need leadership skills or charisma. From the list above, it is enough to select 5-10 personal qualities that are strengths of the individual and meet the requirements of the employer.

Advice from professional personnel officers

It goes without saying that personnel officers are directly interested in ensuring that a person who wants to get a position independently evaluates himself and his abilities, presenting everything on paper.

Therefore, to make their work easier, they compiled a list of tips based on which you can please your prospective superiors:

1. The resume must be written in a restrained manner, humor is inappropriate here. Unless, of course, we are talking about a creative and creative position;
2. Templates copied from somewhere resumes will not bring success, because personnel officers are well aware of such tricks;
3. More than 5 professional characteristics it is not worth mentioning, and standard “professionalism” should not be included in this list, but “stress resistance” is always highly valued;
4. Only qualities need to be specified who are suitable for the desired position;
5. Answer at an interview it costs exactly what they asked, you won’t be able to chat with the HR officer anyway, and the impression will be irrevocably spoiled.

We keep the brand

When pointing out strengths and hiding weaknesses, you need to be prepared for the fact that during an interview the personnel officer may ask you to demonstrate some of them using a specific example. That is, if “modesty” is written on the resume, the appearance should be appropriate.

Stress resistance can be tested by a two-hour delay in admission, during which the applicant’s behavior will be monitored.

When pushing your intellectual abilities, you need to be prepared to face tests. Etc. and so on.

Examples of descriptions by profession

Sales Manager

Required qualities: communication skills, activity, result orientation.
Will be well appreciated: competent speech, resistance to stress, non-standard thinking, competent speech.

Accountant

Required qualities: attentiveness, responsibility, learning ability.
Will be well appreciated: resistance to stress, non-conflict, scrupulousness.

Secretary

Required qualities: competent speech, resistance to stress, accuracy, diligence.
Will be well appreciated: pleasant appearance, well-groomed, neat.

Video: How to write a resume correctly

General qualification and moral requirements

Requirements for professional qualification characteristics for

civil servants

According to the needs of the restructuring of the Ukrainian legal state in the context of the transition to a market economy, the development of entrepreneurship and the formation of civil society, a civil servant must: have certain fundamental and specialized knowledge in the field of law, market economics, state building and management; to be widely erudite, cultured, and a convinced patriot of one’s Motherland; to adequately represent the intelligentsia of Ukraine.

He must have strong civic positions, high moral qualities, take a responsible attitude towards the assigned work, seek coordination of national interests and the interests of each citizen in particular, be ready to defend the truth, legality and order, and not be affected by servility, hypocrisy and greed.

A civil servant must combine broad fundamental scientific and practical training, master his specialty perfectly, constantly improve his knowledge and spread his socio-political horizons, be able to apply the principles of scientific organization of work in practice, master modern advanced work methods, bring knowledge to the masses, promote the need affirmation of democratic foundations, law and order in society, compliance with laws at all levels.

A civil servant must:

Conscientiously fulfill his official duties as provided for by legislative acts and his job description;

Organize work regarding the effective performance of tasks and functions in the relevant position of a state authority or local government;

Constantly direct its activities to ensure constitutional human rights and freedoms and improve management activities on the basis of constructive resolution of issues that fall within its powers;

Adhere to the norms of legislation and, if necessary, defend the principles of the rule of law and legality, seek coordination of national interests and the interests of each citizen in particular;

It is good to know the history of the state and the features of its development, its internal and external policies, have a broad worldview, and be fluent in the state language;

Determine the tactics and strategy of your behavior in accordance with the requirements of a democratic, social, legal state;

Treat citizens, managers and employees with respect, adhere to a high culture of communication, moral standards and rules of a healthy lifestyle generally recognized by mankind, take a strong civic position, and do not allow servility, hypocrisy, and greed that are incompatible with the activities of a civil servant;

Avoid actions and behavior that could harm the interests of the civil service or negatively affect the reputation of a civil servant;

Constantly assimilate and implement the scientific and cultural achievements of world civilization with an attentive attitude to different cultures, religions, the rights of peoples and people, the idea of ​​preserving peace;

Systematically improve your professional qualifications, study new legislation and the practice of its application, using the language of professional and scientific literature.

A civil servant must possess a body of knowledge and skills that would give him the opportunity to:

Adapt the activities of the body or its structural unit to modern economic, political and social requirements and conditions;

Combine knowledge of fundamental issues of theory with practice, master modern methodology for substantiating management decisions, taking into account universal human values, personal, public state interests;

Freely navigate issues of legislation that are relevant to the scope of his professional activities;

Critically evaluate and predict political, economic, environmental, cultural and other events and phenomena;

Know at least one foreign language at the level of professional and everyday communication, in accordance with job responsibilities;

Understand the essence of economic relations, foreign and domestic policies of the state;

Good command of the style of official documents and the rules of office work;

Skillfully use the achievements of system and information technologies.

According to his official specialization, a civil servant, within the powers granted to him, must have the skills to analyze specific problems, impartially and objectively evaluate various aspects of his work, predict the consequences of his decisions, promptly find and apply effective methods and means of solving existing and emerging problems related to his professional activities .

Depending on the categories of a civil servant’s position, the structure of the totality of his skills and knowledge changes. Positions in categories 3-4 are characterized by a widespread amount of skills and knowledge in analytical, forecasting and coordination activities, which determines the development of strategy and tactics for the body’s activities. For positions in categories 5-7 - a common range of skills and knowledge from information and statistical processing of materials.

Requirements for civil servants of categories 5-7

A civil servant of 5-7 categories of positions must know:

General theoretical and legal foundations for the implementation of regional (city) management;

Distribution of areas of activity in the process of managing a region (city);

Functions of the region in the field of financial management and budget;

Basic laws and regulations of Ukraine that relate to the development of local economy and the work of local authorities;

Problems of social protection;

Fundamentals of rational environmental management and environmental protection;

Fundamentals of personnel policy;

Fundamentals of organizational and legal work;

The procedure for preparing and verifying the implementation of regulations and

individual obligations;

Mechanism for making management decisions;

Modern computer technology.

A civil servant of 5-7 categories of positions must be able to:

Apply laws and regulations, legally competently qualify facts and circumstances, make legal decisions and perform other legal actions in full accordance with the law;

Legally competently draw up and execute legal documents, provide qualified legal conclusions and advice;

Apply theoretical knowledge on administrative management issues in practice;

Analyze the development processes of the region (city), summarize factual material and draw conclusions;

Make decisions on specific issues of local economic management, regulation of demographic processes during the transition to a market economy;

Apply modern methods of scientific organization of work, computer technologies in office work, use legal data packages, archive them, edit archiving information, maintain batch files, protect information from computer viruses.

Requirements for civil servants of categories 3-4

A civil servant of 3-4 categories of positions must know:

Fundamentals of general legal disciplines, in particular: the history of state and law of Ukraine, the history of doctrines and theory of state and law, the content of constitutional legal systems, the main functions of the state, the role and place of specific branches of law in public administration;

Fundamentals of general economic disciplines, in particular: the content of basic economic processes at the macroeconomic level, the aggravation of the economic crisis, the mechanism of functioning of the market economy, the economic functions of the state;

Fundamentals of special professional disciplines, in particular: theoretical approaches of world science to the interpretation of methods of state regulation, fundamentals of the theory and practice of management, personnel management; firms, financial management, cost management, organization and management in government bodies, sociology and psychology of management;

Construction and principles of functioning of the political organization of society in Ukraine, the system of legislative and representative bodies;

Local self-government, the system of executive power, judicial power, the competence and order of functioning of the prosecutor's office, the bar, the notary office, public bodies designed to help protect individual rights and strengthen law and order;

Fundamentals of political theories, understanding the role and place of political institutions in public administration, the basic principles of the functioning of the international community and Ukraine’s place in it, methods of analysis, forecasting and making the optimal decision in the political and legal situation in Ukraine, ethics and culture of business and political communication;

The structure and principles of organization and activity of legislative - representative power, executive power;

The competence of the bodies that these two branches of government represent, the forms and methods of their work;

The procedure for adopting laws and other regulations and decisions and monitoring their implementation;

System and methods of state legal supervision and control;

Organization, forms and methods of work of territorial self-government bodies.

A civil servant of 3-4 categories of positions must be able to:

Carry out organizational and support functions, be able to create and implement mechanisms regarding the regulatory, logistical, financial, marketing and other functioning of subordinate structures.

By their actions, ensure the containment of legality in the activities of state and public bodies, institutions, organizations, and demand this from subordinates, officials and citizens;

Legally competently draft and execute legal documents, provide qualified legal opinions and advice;

Apply in practice theoretical knowledge on administrative management and personnel management;

Freely navigate the socio-political landscape, select, analyze and summarize information that will characterize the economic and socio-political situation of society (region);

Represent your body (structural unit, enterprise) in other government structures, independent organizations, before the press and the public;

Apply modern methods of scientific organization of labor and computer technologies.

A person's compliance with the requirements is associated with many factors. To a greater extent, these are requirements for acquired qualities and skills. However, the acquisition and implementation of acquired knowledge depends on knowledge of the personal characteristics of the human psyche.

Understanding these features and professional application of knowledge contribute to increasing the level of professionalism of civil servants.

TEMPERAMENT

One of the dominant characteristics of an individual that must be taken into account when working with people is temperament. It depends on the employee’s temperament what position it is advisable to appoint a person to, how to optimally organize her activities, which will be her relationships with colleagues.

Temperament is defined in reference books as a set of individual mental characteristics of a person, which is characterized by the speed of occurrence of feelings and reactions and their strength.

I. P. Pavlov, his followers Yu. G. Venozny, V. S. Merlin, V. A. Troshikhin, G. A. Usievich and others proved: each person lives in his own physiological rhythm. Rhythm disturbance, an attempt to impose on an individual a pace of life that is not inherent to him, negatively affects the health, intelligence and psyche of the individual.

Not everyone knows that a person’s temperament does not fundamentally change throughout life and depends on the physiological characteristics of the body, although this was experimentally proven back in the 19th century by the famous Russian scientists P. F. Lesgaft and A. Nikiforov. In the 20th century, a series of studies were carried out in laboratory conditions under the leadership of I.P. Pavlov, thanks to which the conclusions of 19th-century scientists were confirmed, as well as new evidence of the physiological origin of temperament. The variety of behavioral forms of people and animals was now explained not only by the structural features of the circulatory system, but also by the properties of the nervous system (strength, balance and mobility of nervous processes), that is, the type of higher nervous activity. I.P. Pavlov recognized that a large number of combinations of these three properties were theoretically possible: 24 or more. However, we note that practically in nature there are 4 clearly defined types or their combinations: melancholic, sanguine, phlegmatic And choleric. In 1952, Mr. A. Usievich proved that the intensity of gastric juice secretion, the speed of digestion, the functioning of the kidneys, bladder, endocrine glands, metabolism in the body, and the speed of wound healing depend on the nervous system and the characteristics of blood circulation. The rate of progress of body functions is conditionally divided into 4 groups in accordance with temperaments. This undeniably demonstrates the physiological origin of temperament and the impossibility of radically changing a variety that is undesirable for a particular person into a desirable one.

Research conducted by scientists in the 19th century and confirmed in the 20th century shows that each person's temperament changes somewhat naturally during her life. The reason is that at each stage of development of the body, the size of the heart and its proportions change relative to the vascular system, and the diameter of the blood vessels also changes. The greatest gaps in the arteries are in early and old age, which is why young children and elderly people show traits of melancholic and phlegmatic temperament. During puberty, the arterial system has narrow openings, which is why the behavior of adolescents contains signs characteristic of choleric and sanguine people. It is physiological changes that predetermine the occurrence of crises at 2, 4, 6 years and the teenage crisis. However, in general, the temperament remains stable.

In our opinion, the most accurate practically oriented characteristic for representatives of all temperaments was created by the German philosopher I. Kant. It was presented in the work “Anthropology from a Pragmatic Point of View.” This characteristic is mostly unknown to current managers, which is why, along with the use of materials from modern psychological research, it is advisable to focus on its content.

In our time, it is generally accepted that it is optimal sanguine temperament. (Although this was not always the case. Since ancient times, around the middle of the 19th century, the phlegmatic philosopher was recognized as the standard.) Let us analyze what properties are inherent in people with a sanguine temperament and what optimal approach to these workers is needed from the manager.

I. Kant calls the sanguine temperament the temperament of a “cheerful person” and refers to the “temperament of feeling.” According to I. Kant, this is a carefree person, full of hope; He attaches great importance to every thing for a moment, and a minute later he stops thinking about it. He promises honestly, but does not keep his word because he has not thought deeply enough about whether he can keep it. The sanguine person is good-natured enough to help others, but he is a bad debtor and always demands that the debt payment be postponed. He is a good conversationalist, humorous, cheerful, ready not to attach much importance to anything in the world, and all people are his friends. As a rule, he is not an evil person, but a “sinner” who is not easily reformed. True, he repents greatly, but he soon forgets about his repentance (which never turns into grief for him). His work quickly tires him, but he tirelessly engages in what is essentially only a game, for the game is always associated with changes, and endurance is not for him.

Modern scientists define a sanguine person as a representative of a strong, balanced, mobile type of nervous system. People with this temperament easily adapt to any requirements of others, teams, institutions. The sanguine person works quite quickly, but if necessary, he can slow down and do the work with particular accuracy and thoroughness. High communication skills allow a sanguine person to work successfully in both ordinary and leadership positions. As a rule, the head of an organization has the least problems with sanguine people. The danger consists of only two factors: 1) sanguine people try to engage only in easy, pleasant and interesting activities for them and avoid complex, unpleasant, uninteresting ones; 2) compromise, optimism, cheerfulness, sociability of sanguine people, if uncontrolled by management, can become a source of such negative manifestations as frivolity, superficiality, inconstancy, selfishness.

I. Kant also referred to the “temperament of feeling” melancholy temperament or “the temperament of a person of a gloomy, sad disposition.” This person gives everything that concerns her great importance, will always find a reason for concern and pays attention first of all to difficulties, while a sanguine person, on the contrary, begins with the hope of success. That is why the melancholic person thinks as deeply as the second person thinks superficially. He makes promises with difficulty, because he cannot fail to fulfill them, and doubts whether he is able to fulfill them at all. And all this is explained by him not by moral principles (for the language here is about sensual motives), but by the fact that bad luck or non-fulfillment constitutes a nuisance for him, and that is why he becomes worried, distrustful and filled with doubts, and therefore little inclined to joy. When gloominess becomes common for a melancholic person, he himself does without joys and is unlikely to wish them on others.

From studies of the 19th-20th centuries it is known that the blood circulation of a melancholic person is slower than that of a sanguine person, and therefore, even under the most favorable conditions, he performs each task approximately twice as slow. In a calm, friendly atmosphere, a melancholic person works efficiently. Under unfavorable conditions, a melancholic person becomes nervous, lost, and works poorly and slowly. That is why creating an optimal psychological microclimate in an institution is a key problem for a manager. However, this is not so easy to implement. Being timid, distrustful, suspecting those around them of the most insidious intentions, melancholic people are reluctant and difficult to get along with colleagues and slowly adapt to a new environment. As a result, it is more advisable not to entrust a melancholic person with activities associated with numerous contacts with people and with making risky decisions. The manager has to make significant efforts to help the melancholic person join the team of the institution. Due to the temperamental characteristics of melancholic people, it is undesirable to appoint them as leaders of large teams. However, a melancholic person can lead small groups of people who are friendly and calm by nature. Among people whom he has trusted and whom he is not wary of, a melancholic person can successfully act as a leader.

Melancholic people quickly tire of any activity, even light and pleasant ones. In order for him to do a high-quality job, it is advisable for the manager to distribute the task into parts. After completing work on each part, the melancholic person needs at least a short rest.

In order to increase the performance of melancholic people, a room for rest and psychological relief should be created in the institution. It is also advisable to have an experienced psychologist.

An essential characteristic of a melancholic person is the search for a strong (in his opinion) person who, in case of danger, could protect him. The melancholic person recognizes such a defender as the most authoritative person and is ready to obey him in everything. If a leader becomes a “protector,” the melancholic person turns into his devoted supporter.

In addition to the group of “feeling temperaments,” I. Kant identifies a group of “activity temperaments,” which include choleric and phlegmatic.

Choleric temperament, as interpreted by the scientist, is the temperament of a “hot-tempered person.” A choleric person, according to I. Kant, is a “hot” person who flares up quickly, like straw, but with the complaisance of others he is able to quickly cool down. There is no hatred in his anger, and he loves the other the more strongly because he quickly yields to him. His activity is fast, but short-lived. The choleric person is active, but reluctant to take on tasks, because he has no self-control. That is why he willingly becomes a manager who manages affairs, but does not want to run them himself. His dominant passion is ambition; he willingly takes on public affairs and longs to be loudly praised. He loves the radiance and pomp of ceremonies, willingly takes others under his protection and is seemingly magnanimous not out of love, but out of pride, for he loves himself more. He keeps order and therefore seems smarter than he really is. He loves to have money; He is polite, tense and arrogant in his interactions and willingly has a sycophant with him, who serves as a target for his witticisms. He is extremely impressed when his arrogant advances meet resistance, since a little bit of caustic wit is enough for the aura of his importance to disappear. This temperament causes the greatest opposition from others.

Blood circulation in a choleric person occurs faster than in a sanguine person. That is why he is characterized by energy and restlessness. It is difficult for a choleric person to concentrate on one job for a long time. He quickly gets tired of routine and monotony. As a rule, he does everything extremely quickly (sometimes 2-3 times faster than a sanguine person) and of poor quality, often not finishing things. Choleric for the most part speaks first and thinks later. For representatives of this type of temperament, the most important thing is to constantly communicate with others and always be in the center of attention. Cholerics will strive to become leaders, trying to impose their views and their way of action on others. If this fails, they may become aggressive. They instantly adapt to a new place, in a new team.

The head of an institution, when working with choleric people, must remember that it is inappropriate to appoint a choleric person to an ordinary or managerial position that requires endurance, long-term concentration, high-quality and accurate performance of work. At the same time, it will be productive to appoint a choleric person to a position that requires quick reaction, efficiency, and a variety of multifaceted activities.

To channel the restless energy of representatives of this type of temperament into useful channels, they use social work and sports. Cholerics perform social work efficiently, because they receive satisfaction from numerous contacts, communication with others and feel like extremely important persons. If possible, it would be good for choleric people to equip the organization with at least a small gym or sports hall, where they could give vent to their excess energy. Sports and movement for choleric people are the basis of health and good mood. In addition, after playing sports, a choleric person can concentrate on work for a longer time than usual.

If for some reason a choleric person must perform monotonous and precise work, the manager should give him this work, like the melancholic person, in small parts. Cholerics mostly do not listen to orders and instructions to the end, do not delve deeply into the essence of the matter, therefore the choleric person should be informed briefly, in few words, focusing his attention on the main aspects. It is also worth checking whether the choleric person understands the essence of the matter. If a choleric person performed a task poorly, it is inappropriate to scold him, since this will have almost no effect other than an “explosion” of emotions. The requirement for repeated conscientious performance will be effective.

Our turbulent era may be the most difficult time to live in. phlegmatic people. The crazy rhythms of modernity are incomprehensible to them, logically unfounded and extremely exhausting.

According to I. Kant, phlegmatic temperament is the temperament of a “cold-blooded, calm person.”

This person does not start moving easily or quickly, but for a long time; “Heats up slowly, but retains heat for a long time.” It is not easy to get angry: first he wonders whether he should be angry. The choleric person in such cases “goes crazy with anger,” which cannot throw a firm person out of balance. The phlegmatic is calm. He doesn't regret that he has the usual dose of intelligence. His successful temperament replaces his wisdom, and even in everyday life he is often called a philosopher. Although he lacks “shine,” he dominates others with his temperament without harming their dignity. All “projectiles” aimed at a phlegmatic person bounce off him like a bag of cotton wool. This is a sociable person who knows how to maintain power over his family and relatives, although he appears to be submissive to everyone. Possessing an unyielding but deliberate will, he knows how to adapt the will of those around him to his own, just as bodies of small mass and with high speed of movement strike, punching through oncoming obstacles, and at a lower speed, but with a larger volume, they capture the obstacle with them, not destroying it. Unlike the 20th-21st centuries, when the optimal type of temperament began to be considered sanguine, I. Kant rates phlegmatic as the highest.

According to a researcher of the 19th century. P.F. Lesgaft, the blood circulation of a phlegmatic person is significantly slower than that of a melancholic person, and therefore much slower than that of a sanguine person, to whom the modern pace of life is actually oriented. A phlegmatic person performs his work extremely conscientiously, extremely neatly, extremely efficiently, but terribly slowly (sometimes 4-6 times slower than a sanguine person). He tries to delve deeply into every problem, calm to the point of equanimity. A phlegmatic person is a person who first carefully thinks through everything, calculates, weighs it, and only then says or does it.

The wrong approach to a phlegmatic employee is to accuse him of stupidity, lack of resourcefulness, constantly push him, punish him for slowness. The consequences of such treatment are mostly tragic: the person develops neuroses; he begins to carry out the assignment quickly, but poorly, in bad faith; an inferiority complex is formed, associated with constant bad luck. As a result, the individual does not reveal himself as a person, does not realize the mental potential inherent in nature.

D. Ya. Bogdanova, Yu. G. Vilensky, V. O. Troshikhin proved that phlegmatic people cannot withstand significant physical exertion if they are forced to move at a fast pace.

Phlegmatic people are not characterized by violent manifestations of feelings, which is why they are often considered indifferent and thick-skinned. In fact, the feelings of these people are distinguished by their depth and stability. Phlegmatic people are painfully aware of injustice, encroachments on their rights, separation from loved ones, and do not like changes and instability. They are able to completely ignore the demands of a person who is not authoritative for them. In this regard, when communicating with phlegmatic people, managers need to weigh every word, every action, so as not to lose authority in their eyes, try to create complete mutual trust in relationships so that phlegmatic people do not withdraw into themselves.

The manager has to make special efforts to help the phlegmatic person adapt to the team, identify himself as an individual in it, and find friends.

The advice of some psychologists to constantly “slow down” phlegmatic people so that they are not “sluggish” and try to speed up their activity should be considered harmful and even dangerous to the health of these people.

Phlegmatic people do not like to communicate; in fact, they do not feel the need to do so. They get tired of long conversations, being in crowded noisy groups, and this fatigue has a physiological basis. That is why a phlegmatic person’s attempt to periodically retire is a kind of protective reaction of the body. Depriving a phlegmatic person of the opportunity to alternate periods of communication with long periods of rest in solitude or in the company of a close, calm friend will gradually lead to a breakdown of his nervous system and psyche. All kinds of races and competitions quickly tire phlegmatic people and cease to interest them. The only thing that can speed up the activity of these workers is the formation of stable, semi-automatic skills in performing production operations. At the same time, it should be remembered that a phlegmatic person performs any work approximately four times slower than a sanguine person of the same age group. Accordingly, bringing skills to automaticity will speed up the performance of this or that work by a phlegmatic person, but will not completely eliminate the problem of “slowness.” A phlegmatic person cannot be required to instantly answer a question or quickly switch to another type of activity.

Phlegmatic people for the most part do not like long-term social assignments associated with vigorous activity and communication with many people. At the same time, it is impossible to say unequivocally, as some psychologists do, that phlegmatic people are not capable of leadership and organizational activities. It all depends on many factors. Practice shows that a phlegmatic person can be a good leader and organizer of a non-aggressive intellectual team.

It is important for managers not to forget that a phlegmatic person is not able to quickly find his bearings, which is why all matters must be entrusted to him in advance.

Phlegmatic people are more limited in their choice of profession than choleric people. Work that requires quick reactions is undesirable for them and can be harmful to health.

A correct understanding by managers of the origin of temperament leads to the following logical conclusions:

1. The speed of movements, thinking processes, speech, etc. cannot exceed the speed at which the blood supplies oxygen and nutrients to the body’s cells. Blood circulation is closely related to temperament, which is why, passionately wanting to change the temperament of their subordinates, managers try to achieve an unrealistic goal. The result of incompetent intervention is the accelerated depletion of the body of an institution employee and the development of various chronic diseases, often incurable. For example, negative consequences arise if a manager uses constant comments and punishments when managing the work of a choleric person. This approach completely undermines the nervous system of a person, in whom excitation processes already dominate over inhibition processes. An attempt to speed up the slow pace of a phlegmatic or melancholic person with remarks, threats and even punishments causes consequences of two types: 1) the physiologically determined slow pace is maintained, and the employee develops a negative reaction to communication with the manager; 2) the pace accelerates, but the acceleration occurs solely due to the loss by the employee of the positive qualities inherent in his temperament. For example, a phlegmatic person loses conscientiousness, the desire to delve deeply into the essence of each matter, calm prudence and balance; a melancholic person loses the ability to subtly sense the smallest nuances of the mood of others and the like. In addition, employees of the institution may develop neuroses, since they have to constantly be under tension and exhaust themselves at an unnatural pace. Thus, the speed and intensity in any type of activity should not be the same for all employees of the organization, since they are directly dependent on the structure of the body and in many cases cannot be accelerated by any external influences.

2. It is impossible to achieve high productivity of subordinates by changing their temperaments, which is why the manager needs to adapt management techniques and methods to each specific individual and be able to correctly place personnel in the organization.

3. The manager should not approach the consideration of the temperament of each subordinate from the position of creating conditions for the development of positive traits of temperament and the desire to completely eliminate other traits, because it is the properties that are harmful at first glance may turn out to be especially useful for the institution and the only possible means of adapting the individual to physical survival in modern world. It is advisable to choose the goal not of elimination, but of the direction of development of each trait in a direction that is useful for the person and the organization. For example, the desire of a phlegmatic person to insist on his own wrong management approach can turn into groundless stubbornness and a tendency to always object without delving into the essence; the right approach will help this trait develop into focus, the ability to achieve a goal, overcoming obstacles.

Features of the behavior of managers of different types of temperament are as follows:

Employee sanguine type is interested in professional activities and is reliable in extreme conditions. He likes lively, active work that requires ingenuity and resourcefulness. Prefers independence and freedom of action. Purposeful, persistently achieves his goals. In achieving the goals of the organization, he demonstrates high volitional activity, flexibility and creativity. A sanguine person is able to overcome high intellectual loads. Failures and mistakes do not upset him. Strong emotions stimulate activity. In difficult situations, he effectively leads people, acts confidently, and leads by personal example. He easily establishes emotional and business contacts with people. Treats subordinates with sincere sympathy and respect. Able to create an atmosphere of interest, general joy, and optimism in the team.

A sanguine person does not like monotonous and monotonous work. Reacts sharply when taught. Rudeness can be answered with rudeness. The most effective way is to have a calm and correct attitude towards him. In stressful conditions, he can behave carelessly, imprudently (giving orders that are not fully thought out.

Employee choleric temperament distinguished by creative imagination, quick thinking, deep and rapidly changing emotionality. Tries to learn new methods of working with people, easily gets rid of stereotypes and habits. Strives to communicate with colleagues and subordinates, understands their needs, and loves to help them. Values ​​public opinion, but vigorously imposes his point of view. Persistent and demanding, strives to achieve the intended goal at any cost. Likes to command and wield power. Makes decisions quickly, takes risks, acts selflessly in dangerous situations.

The choleric person is often in a hurry, shows excessive haste without listening to the explanation, interrupts, asks questions, and gets irritated if a subordinate does not know how to accurately express his thought. Suffering from short temper, touchiness, and lack of self-control. Doesn't take criticism. He is rude and tactless with subordinates and superiors.

Employee phlegmatic temperament characterized by high self-control and evenness of mood. Hardworking and conscientious. Tenacious and persistent in achieving the intended goal. Diligently and punctually carries out orders and tasks at an average pace. Assiduous, able to maintain significant tension for a long time. Copes most successfully with physical, monotonous work. Under stressful conditions he acts calmly and reliably. He does not conflict with his subordinates and does not interfere in their personal problems.

A phlegmatic person, due to slowness, may not fulfill the plan, lose initiative and authority as a leader. He ignores criticism addressed to him, is indifferent to the shortcomings of his colleagues and subordinates, and does not strive to re-educate them. Calmness and prudence from the outside seem like inertia and passivity. Can be overly lazy.

Employee melancholic temperament works successfully in a calm and safe environment that does not require quick, responsible decisions. Loves an established rhythm of activity. Works successfully alone, without frequent contacts. Leads a small group well under conditions of short-term stress of physical and intellectual strength. Careful and prudent in making decisions. Carefully considers the organization's work plan and upcoming personal activities.

A melancholic person gets lost in a difficult situation, as strong emotions disorganize his thinking and behavior. He is characterized by low endurance and easy distractibility, prone to pessimism and unjustified introspection. Touchy and suspicious. Has difficulty adapting to a new team.

Repertoire of "I" states

Observations of spontaneous social activity reveal that from time to time various aspects of people's behavior (posture, voice, point of view, spoken vocabulary, etc.) change noticeably. Behavioral changes are usually accompanied by emotional changes. Each person has a certain set of behavioral patterns correlated with a certain state of his consciousness. A new mental state is often incompatible with the first and is associated with a different set of schemes. These differences and changes lead to the idea that there are different states of the Self.

In the language of psychology, the state of the Self can be described as a system of feelings, defining it as a set of coordinated behavioral patterns. Apparently, each person has a certain, most often limited, repertoire of self-states. For these states, the determining factors are not roles, but psychological reality. The repertoire of these states is divided into the following categories;

States of the Self, similar to the images of parents;

States of the Self, autonomously aimed at an objective assessment of reality;

States of the ego, still active from the moment of their fixation in early childhood and representing archaic relics.

The informal manifestation of these states of the Self is called: Parent. I am an adult and a child. In what follows, this terminology will be used.

A person in a social group at every moment of time discovers one of the states of I - Parent. I am an adult and a child. People with varying degrees of readiness can move from one state to another.

Based on these observations, some diagnostic conclusions can be drawn. The statement “This is your Parent” means: “You are now reasoning in the same way as one of your parents usually reasoned. You are reacting as he would have reacted (with the same postures, gestures, words, feelings, etc.). Words " This is your Adult" means: "You have just independently and objectively assessed the situation and are now in an unbiased manner expressing your thoughts, forming your problems and conclusions that you have come to." The expression "This is your Child" means: "You react the same way and for the same purpose as a small child would do.”

The meaning of these statements can be explained in more detail.

1. Each person had parents (or those who replaced them), and he stores in himself a set of self-states that repeat the self-states of his parents (as he perceived them). These parental ego states begin to become active under certain circumstances. Therefore, simplifying this concept, we can say: “Everyone carries a Parent within himself.”

2. All people (not excluding children) are capable of objective processing of information, provided that they have activated the corresponding states of the Self. In everyday language it sounds like this: “There is an adult in every person.”

3. Any person used to be younger than he is now, so he carries within himself the impressions of previous years, which under certain conditions can be activated. We can say that “everyone has a little boy or girl inside them.” In many ways, a Child is one of the most valuable components of a person, as he brings into a person’s life what a real child brings to family life: joy, creativity and charm.

If the Child is unwell and restless, then the consequences can be the most unfavorable. However, certain measures can and should be taken to improve the situation.

2. All of the above applies to the words “mature” and “immature.” E. Bern does not believe that there are so-called “immature individuals.” There are people in whom the Child is completely inappropriate and ineptly takes control of the entire personality, but at the same time they also have a well-structured Adult who only needs to be discovered and put into action. In so-called “mature people,” on the contrary, behavior is controlled almost all the time by the Adult, but with them, like with everyone else, the Child can break through to power, and then discouraging results appear.

3. It should be noted that the Parent can manifest itself in two ways - directly or indirectly: as an active state of the Self, or as the influence of the Parent. In the first, active case, the person reacts as his father or mother would react in similar cases. ("Do as I do"). If we are talking about indirect influence, then usually the person’s reaction is what was expected from him (“Don’t do as I do, do what I say”). In the first case, he imitates one of the parents, in the second, he adapts to their requirements.

4. A child can also manifest himself in two ways: as an adaptable Child and as a natural Child. The Adapting Child changes his behavior under the influence of the Parent. He behaves the way his father and mother would like him to: for example, very dependent on them or independently beyond his years. Whining or “withdrawal” are also ways of adaptation. Thus, the influence of the Parent acts as the cause, and the adapted Child as the effect. At the same time, the natural Child manifests itself in spontaneous behavior: for example, in disobedience, rebellion or in the manifestation of a creative impulse.

A certain style of communication is established between parents and child, usually generated by adults. In one family, a mother or father may demand unquestioning obedience from a child, as in the army, and he gets used to fulfilling all demands without thinking.

In another, it is customary to indulge our whims. As soon as a child complains of being unwell, they begin to take care of him. Gradually, he enters into the role of “weak and defenseless” and expects those around him to solve all his problems only through sympathy for his unfortunate appearance. A family can adopt a friendly style of communication, when parents treat the child as an adult or themselves take on the role of a peer, when, for example, a father often repeats to his son: “Well, we’ll get it from mom.”

One could give many other examples of interpersonal roles that are provided to the child in the family by the will of the parent. The stricter the framework of these roles, the poorer the child’s experience of mastering the diversity of human relationships will be. It is difficult for parents to overcome the role stereotype of communication that has developed in the family, and this is not always necessary. But, in any case, they should not demand from the child that in communicating with other people he observe the same strict canons of behavior. The child must learn different interpersonal roles. He must learn to show inflexibility and compliance, the ability to lead and the ability to obey, exactingness and condescension. The more interpersonal roles he masters, the more flexible his behavior will be in different teams, with different people. In this case, we are talking about flexibility, not opportunism. Adaptability is formed in conditions where the requirements for the child’s personality declared by the teacher are strikingly different from the behavior of the teacher himself.

The state of the Self is a normal physiological phenomenon. The human brain organizes mental life, and the products of its activity are organized and stored in the form of “I” states. Some works of American scientists contain specific facts confirming this point of view. There are other ordering systems at different levels, such as memory for facts. However, experience is naturally imprinted in changing states of consciousness. Each type of condition is vital in its own way for the human body.

A child is a source of intuition, creativity, spontaneous impulses and joy.

The “Adult” state is necessary for life. A person processes information and calculates probabilities that need to be known in order to effectively interact with the outside world. He is familiar with his own failures and pleasures. For example, when crossing a busy street, complex speed estimates need to be made.

A person begins to act only when he assesses the degree of safety of crossing the street. The pleasures that people experience as a result of this kind of successful assessments, in E. Bern's opinion, explain the love for sports such as alpine skiing, aviation and sailing.

The Adult controls the actions of the Parent and the Child and is an intermediary between them.

The parent performs two main functions. Firstly, thanks to this condition, a person can effectively play the role of parent to his children, thereby ensuring the survival of the human race. The importance of this function is emphasized by the fact that people who were orphaned in early childhood experience significantly greater difficulties in raising their own children than those who grew up in two-parent families until adolescence. Secondly, thanks to the Parent, many of our reactions have long become automatic, which helps save a lot of time and energy. People do a lot of things just because that's what they're supposed to do. “This frees the Adult from the need to make many trivial decisions, thanks to which the person can devote himself to solving the more important problems of life, leaving ordinary issues to the discretion of the Parent.

A person can react to a certain influence in completely different ways, based on each state of his Self. Sometimes these states of the Self are in agreement, sometimes in conflict.

People in different Self states may feel, smell, touch, speak, listen, look, and behave differently. Each state of the Self has its own program. Some people from one state of the Self respond more often than from others. For example, those who more often respond to the states of the Parent see the world through the eyes of their parents. In this case, their ability to perceive this world is reduced or distorted.

All three aspects of personality are extremely important for functioning and survival. Changes are only necessary if one of these aspects upsets the healthy balance. In a normal situation, each of them - Parent, Adult, Child - deserves equal respect, since each condition in its own way makes a person’s life full and fruitful.

TRANSACT ANALYSIS

When one person greets another with a smile, a nod, a frown, a verbal greeting, etc., this is called contact in transactional language. Two or more contacts constitute a transaction.

E. Berne calls a unit of communication a transaction. People who are together in the same group will inevitably talk to each other, or otherwise show their awareness of each other's presence. This is called a transaction incentive. The person to whom the transactional stimulus is addressed will say or do something in response. We call this response the transactional response.

The purpose of transactional analysis is to find out which state of the Self is responsible for the transactional stimulus, and which state of the person carried out the transactional reaction.

All transactions can be divided into additional, crossing and hidden.

A well-written resume is the key to a successful job search. Many people don’t know what to write about personal qualities, how to use this to stand out among applicants, and show their best side to potential employers. The resume must include both professional skills and valuable personal qualities.

Positive qualities for a resume

When showing strengths, highlight and describe 5-7 characteristics that clearly reflect your character. When choosing suitable personal qualities from the list, it is important not to overestimate or underestimate your self-esteem. Evaluate your candidacy wisely and determine what character traits are needed for a particular position:

• activity;
• Analytical mind;
• ambition;
• quick adaptation to changes;
• attentiveness;
• politeness;
• discipline;
• friendliness;
• initiative;
• communication skills;
• reliability;
• goal orientation;
• optimism;
• responsiveness;
• decency;
• punctuality;
• independence;
• ability to make quick decisions;
• stress resistance;
• desire for self-improvement and development;
• creative approach to assigned tasks;
• ability to get along with a team;
• ability to persuade;
• determination;
• honesty.

Negative qualities

All people have flaws, and if you openly show your weaknesses to an employer, he will understand that you adequately assess your character.

Some negative qualities may be ideal for one type of work and categorically interfere with another activity.

The ability to recognize your own negative character traits is always valued by an employer.

Honestly select a few characteristics from the list below:

• trust only confirmed facts;
• trusting people, naivety;
• excessive demands on oneself and others;
• isolation, desire for solitude;
• slowness;
• inability to perform monotonous work;
• non-standard approach to problem solving, creativity;
• lack of skills and experience in certain activities;
• pedantry, scrupulousness;
• increased sense of responsibility;
• straightforwardness;
• self-confidence;
• modesty;
• excessive activity.

Examples of personal qualities in a resume

Personal characteristics of an individual are conventionally divided into groups and areas, which are applied depending on the position and vacancy. This:

1. Attitude to work, business qualities. Personal characteristics for a resume:
   • integrity;
   • initiative;
   • interest in learning the intricacies of the profession;
   • diligence;
   • creativity;
   • persistence;
   • responsible attitude to assignments;
   • hard work;
   • perseverance.
2. Attitude towards people. Personal qualities for a resume:
   • politeness;
   • flexibility in communication;
   • goodwill;
   • friendliness;
   • communication skills;
   • responsiveness;
   • the ability to quickly find a way out of stressful situations;
   • ability to persuade;
   • justice;
   • tolerance, respectful attitude towards people;
   • ability to work in a team;
   • clear diction, competent speech.
3. Characteristics, attitude towards oneself. Personal characteristics for a resume:
   • active;
   • attentive;
   • disciplined;
   • cheerful;
   • decent;
   • punctual;
   • punctual;
   • self-critical;
   • stress-resistant;
   • confident;
   • plodding;
   • honest.
4. Attitude towards your own and work things. Personal qualities of a person:
   • careful;
   • I always maintain order in the workplace;
   • neat;
   • neat.

Depending on the position for which the future employee is applying, suitable character traits are indicated. For example, the following qualities are suitable for an analyst or economist:

• pedantry;
• attentiveness;
• perseverance;
• responsibility;
• accuracy;
• diligence.

On an engineer's resume

In addition to professional skills, knowledge and abilities, indicate several personal advantages from the list:

• attentive;
• disciplined;
• results-oriented;
• responsible;
• self-organized;
• independent;
• ability to concentrate;
• technical mindset;
• balanced;
• plodding;
• purposeful.

Strengths in a lawyer's resume

This profession is associated with advocating for people's interests and helping to solve problems, so applicants must meet strict requirements. List of suitable qualities:

• attentive attention to detail;
• friendly attitude towards people;
• logical thinking;
• defending a certain point of view;
• the ability to quickly win over your interlocutor;
• the ability to consciously conduct dialogue;
• justice;
• desire for development;
• self confidence;
• ability to find a way out of difficult situations;
• the ability to clearly convey your point of view;
• resistance to conflict situations.

In an accountant's resume

An applicant for this position must have financial literacy and be able to manage company money. Select several personal, appropriate options from the list:

• careful;
• attentive to detail;
• executive;
• loyal;
• non-conflict;
• responsible;
• organized;
• punctual;
• scrupulous;
• capable of learning;
• stress-resistant;
• plodding;
• vigorous.

Sales Manager

In order to get this job you must have the following personal qualities:

• adequate self-esteem;
• politeness;
• high responsibility;
• competent speech, clear diction;
• initiative;
• communication skills;
• loyalty;
• multitasking;
• non-standard approach to solving assigned problems;
• sociability;
• result orientation;
• positive thinking;
• presentable appearance;
• punctuality;
• ability to learn and remember large amounts of information;
• stress resistance;
• hard work;
• self confidence;

For a manager's resume

To obtain a leadership position, you must highlight the following qualities:

• quick analysis;
• building communications;
• flexibility of thinking;
• interest;
• multitasking;
• observation;
• persistence;
• organizational skills;
• focus on obtaining the desired result;
• entrepreneurial skills;
• demandingness;
• the ability to inspire and lead;
• energy;
• independent decision making.

Positive qualities for a driver

Key personal qualities of the candidate:

• polite;
• attentive to the details;
• flexible in communication;
• communicable;
• loyal;
• responsible;
• decent;
• prudent;
• punctual;
• stress-resistant;
• tolerant.

Administrator

An energetic character is suitable for this position. Employers pay attention to applicants who have the following advantages:

• quick adaptation in non-standard situations;
• high performance;
• competent speech;
• bringing to fruition;
• love of life;
• initiative;
• communication skills;
• learning ability;
• organization;
• responsibility;
• positive attitude;
• stress resistance;
• ability to work in a team;
• determination.

Seller

For this position, employers value applicants with the following characteristics:

• ambitious;
• polite;
• diplomatic;
• having a presentable appearance;
• initiative;
• having the ability to listen and hear;
• communicative;
• team-oriented;
• responsible;
• positive attitude;
• independent;
• seeking professional and personal development;
• stress-resistant;
• patient;
• hardworking;
• confident;
• purposeful;
• vigorous.

Common mistakes

When compiling a list of positive and negative qualities in your resume, be extremely careful. The choice of characteristics is determined by the desired position and the internal culture of the company.

It is important that these personality traits are perceived in a positive aspect, and not as shortcomings.

For example, for an accountant, leadership abilities and charisma are undesirable, and in a creative team, pedantry and modesty will be a “minus”.

To avoid mistakes in describing personal qualities in the application form, follow the recommendations of experienced personnel officers:

1. Don't just use template phrases. Convey in your own words, in a discreet manner, your personal character traits. Exclusively for creative professions, you can use humor and creativity in your resume.
2. Do not indicate more than 5 characteristics. Try to avoid vague, general phrases, for example, talented, responsible. It’s better to choose an individual character trait that exactly suits you and the desired position.
3. Draw the employer's attention to personal qualities that are easy to immediately check, for example, energetic, sociable.
4. When characterizing negative qualities, you should not evade the answer. It’s better to name several options and indicate how you are working on them, how you are improving your character.

Video

When writing your resume, you should pay special attention to your professional qualities. It is by them that the employer will judge whether you are suitable for the company or not. Accordingly, professional qualities for a resume need to be selected and listed very carefully in order to attract the recruiter who will communicate with you at the interview.

Professional qualities for a resume

Professional qualities - this is how one can characterize the totality of personal qualities, as well as all the skills that a person managed to acquire during his professional activity. They can help you improve in the future and bring tangible benefits to your company.

Sometimes there are qualities that can be called professional only conditionally. For example, if an applicant classifies a “developed sense of humor” as one of them, they are unlikely to attract the recruiter’s attention. Unless a person is looking for a job as a party host - then the sense of humor can still be called professional.

How to get an effective resume with a favorable description of your professional qualities?

We offer professional assistance to job seekers who want to take their job search seriously and get quality results.

Strong professional qualities for a resume

• desire for professional growth;
• ability to persuade;
• increased performance;
• analytical thinking.

All this will allow the recruiter to get his bearings and understand how to communicate with you and what qualities of yours to best try to reveal during an interview.

For example, the same lack of experience can be complemented by such qualities as result orientation and quick learning. Thus, the employer, realizing that one cannot expect instant results from a new employee, still gets the opportunity to create from him exactly the kind of specialist that is required. If your future employer is forward-thinking, you have a good chance.

Examples of professional qualities in a resume

It must be remembered that when listing any of the professional qualities, you need to coordinate this list with the requirements for the position. For example, accuracy can hardly be considered a professional quality and defining criteria for a candidate applying for a top manager position. But it can turn out to be a very tangible advantage for the position of secretary. Therefore, when choosing professional qualities for your resume, consider how relevant one or another of them will be for you in a future position.

Here are a few situations related to certain professions that require certain specific qualities.

Example of professional qualities for a manager's resume

• responsibility;
• performance;
• ability to negotiate;
• enterprise;
• ability to make quick decisions.

Example of professional qualities for an accountant resume

• diligence;
• accuracy;
• punctuality;
• organization.

Example of professional qualities for a sales manager resume

• the ability to find a common language with people;
• public speaking skills;
• ability to quickly navigate a situation;
• creativity.

As you can see, the difference in professional qualities is obvious. It all depends on what vacancy you intend to apply for. But do not forget that the list of qualities should not be too long. If it contains about 10 points (or even more), then there is a high probability that your resume will be put aside: after all, the recruiter will get the feeling that you are simply praising yourself. Show moderation and the recruiter will appreciate your professional qualities in your resume.

You described your experience and education, named your “worth” (after agonizing thought) and indicated all possible contacts so as not to miss a call or letter from an interested employer. But here is another item that requires filling out - “Business and personal qualities” or “About yourself”. What should I write? And is it necessary?

All the recruiters and HR people we interviewed unanimously said that you need to write about your business and personal qualities, although this is not the first or even second importance. The main thing is experience and specific knowledge. At the same time, the employer will be interested in how you evaluate yourself.

“It’s worth emphasizing business and personal qualities if the position involves maximum time communicating with people. This is also important for top management,” says Anastasia Selivanchik, leading consultant at Penny Lane Personnel.

There is no need to endow yourself with all the positive characteristics existing in the Universe - all recruiters agree that this description should be brief. Maximum - five points.

The main thing is that the qualities you specify are relevant to the position for which you are applying. Nadezhda Lyakhovskaya, head of the public relations department, AVANTA Personnel, explains this with examples: “For mid-level positions, leadership qualities and charisma are not needed. For a secretary, stress resistance and communication skills are important. But for an IT specialist, these are ridiculous qualities.”

Of course, there are stereotypical ideas about what an ideal specialist in a particular field should be like. They are, as they say, well known - for example, a pedantic accountant and executive secretary. But don't blindly follow the templates. Anastasia Selivanchik says that in addition to the usual qualities of a sales manager - diligence, activity, focus on results - a sales manager may also be required to be meticulous and pedantic. This is especially true for German companies that sell equipment; they want the manager to be able to thoroughly understand the specifics of the product. So it’s worth adding to the ideal portrait features that seem to be not the most common, but, in your opinion, necessary and useful.

Another principle that should be adhered to is restraint. “Minimum creativity and humor,” says Nadezhda Lyakhovskaya. “Write “I rarely drink, I smoke little” - and most likely your resume will not be considered.”

Don’t forget that the declared qualities must be met - even at the first meeting with HR. Svetlana Kuznetsova, a personnel selection specialist at the UNITY CC, emphasizes that the dissonance is especially striking: a “responsible” applicant does not comply with agreements, a “punctual” one is late without good reason, an “attentive” one misses details.

Special cases

We looked at vacancies for accountants, secretaries and sales managers on the Rabota.ru website and found out what qualities employers want to see.

Accountant. The most popular are: responsibility, good learning ability and attentiveness. For accountants, according to employers, it turned out to be very important to get along with people - communication skills, non-conflict, “ability to work in a small team” and the ability to work in a team are in demand. There is a pattern: the fewer the requirements for experience and knowledge, the more detailed human qualities are “described.”

Secretary

Job vacancies mention the personal and business qualities of secretaries in approximately 70% of cases; the most common requests are: communication skills, resistance to stress, competent speech, accuracy, diligence, responsibility and absence of bad habits. More original formulations - for example, “the ability to dynamically respond to instructions from a manager” - are rare. But appearance is often specified: “pleasant”, “presentable” and even “very good external characteristics”.

Such wishes are a rather painful issue for many applicants. Anastasia Selivanchik comments on the situation: “I will not hide that applicants for the position of secretary are often required to have a presentable appearance, but not always. And it is presentable, not beautiful, what is more important is grooming, business style, charm. Much depends on the field in which the company operates. For example, if a company promotes equipment for beauty salons, then the secretary should have the appropriate appearance. And another piece of advice to applicants: if you don’t have a good photograph, it’s better not to attach any to your resume. Palm trees and T-shirts are not appropriate.”

Sales Manager

Sales managers are required, first of all, to be active, communicative and result-oriented; this set of qualities, with slight variations, is found in half of the vacancies. Also in demand are competent speech, representative appearance, innovative thinking, the ability to work in a team and stress resistance (including in the form of “insensitivity to failure”).

Perhaps the position you are applying for does not have such a clear profile as the accountant, secretary or sales manager we described above. Or you are afraid of not guessing right. Then follow the advice of Nadezhda Lyakhovskaya: “If you don’t know what to write, then don’t write anything. They’ll ask you everything you need at the interview.” Of course, refusing such self-presentation will not add points to you, and your resume will be somewhat ascetic, but at least you will not harm yourself.

Vera Sorokina - expert at Rabota.ru