Holland Codes


Published on

RMIT MBA self awareness in management & leadership, Dr. John L. Holland

Holland Codes

  1. 1. Holland Codes Vocational Psychology
  2. 2. Dr. John L. Holland • Psychologist • Holland Codes - Six major personality types
  3. 3. Holland Codes • Represent major psychological groupings (core desires & needs) • Can be combination of attributes from multiple layers • Similar to Maslow’s hierachy • Each personality requires forms of stimulation to achieve satisfaction or productivity
  4. 4. Use in Modern Organisations • Identify & screen potential candidates • Stream workers into productive units • Enhance staffing rates, ie retention & utilization • Improve organisational cohesion Williamson et al, 2008
  5. 5. Holland Personality Types Realistic Practicality, Physical, Tool oriented, Physically Driven Analytical, Intellectual, Scientific, Explorative Investigative Creative, Original, Independent, Chaotic/Random Artistic Cooperative, Supporting, Nurturing, Helpful, Healing Social Competitive, Assertive, Leading, Persuading Enterprising Conventional Detail orientated, Organised, Clericals
  6. 6. Holland Code Relationship The hexagon Arranges personality types personality types rationally Shows correlation between each personality type and relationship with others
  7. 7. Holland Code Relationship - key points to remember Diametrically opposed personality types do not work well together within teams Same or close personality types share key drivers (Nordvik, 1996) Aligned personality types result in greater success (cohesive group dynamics)
  8. 8. Holland Personality Testing Individual response to self-awareness questionnaire Questionnaire on three areas: - Motivations/Incentives - Capabilities/Competencies - Satisfaction Drivers Motivators, Capabilities and Drivers may be repeatedly identified to gain a holisitic view of subject’s personality. Holland, 1996
  9. 9. Motivations Form the basis for individual to execute work or to be productive - Creative incentives associated with artistic personality - Financial incentives associated with enterprising personality Nordvik, 1996
  10. 10. Capabilities/Competencies Task based questions are used to identify subject’s core skills & attributes During development an individual will have aligned their core skills into a matrix that will be similar to the capabilities related to a particular personality group
  11. 11. Satisfaction Drivers Activities, roles or tasks which give personal satisfaction Eg. Performing Painting Driving Tinkering
  12. 12. Example Incentives - Describing Your Motivators Efficient Energetic Curious Outgoing Persuasive Sociable Undestanding Creative Precise Mechanical Practical Self Reliant Assertive Insightful Direct Observant Responsible Inuitive
  13. 13. Example Competencies - Describing Your Competencies Event Team Player Trainers Coordinator Artist Scientist Outdoorsman Leader Scout Mathematician Thinker Loves Detail Project Manager Debater Electrician Cooperative Computer Literate Handyman Propagandist
  14. 14. Example Motivators - Satisfaction Drivers Project Mechanics Meetings Management Performance Team Sports People Management Monitoring Using Computers Making Decisions Book Keeping Working Team Projects Paper Work Independently Scientific Marketing Ideas Photography Experimentation Working Outside Office Work Manual Labor
  15. 15. Individual Personality Matrix (Team member: Armand de Sandu) Artisitic Investigative Realistic Social Enterprising Coventional
  16. 16. Team Personality Matrix (Comparing all team members) Artisitic Investigative Realistic Social Enterprising Coventional
  17. 17. Team Matrix Results Interesting Results - level of diversity - Enterprising is major personality type (50%) Team Dynamics - following competencies - Highly organised - Highly motivated - Task Oriented Approach - Results & Reporting Driven
  18. 18. Team Matrix - Further Analysis Competencies are directly consistent with Holland Enterprising Personality type No opposed personality types, accounting for positive dynamic and improved team harmony Personality types are related to each other, thus reducing conflict and improving team unity
  19. 19. Holland - Final Thoughts The test is susceptible to self-bias, hesitation to answer truthfully or answers not related to true motivations Holland, 1996 Respondents may prefer answers conducive to corporate culture that they have observed Team results may be influenced by self-awareness level of subjects
  20. 20. Holland - Final Thoughts Testing in a controlled manner is a powerful tool for organisations to monitor team formation and assist in aligning traits with work groups Kaplan 2008 Organisation personality cultures are important. Individuals placed in opposing culture, work, imbalance loss of productivity, increased attrition and reduced morale will result Chen, Tsui 2006
  21. 21. Thank you for your time
  22. 22. References: • Holland, John. L. (1996). Dictionary of Holland Occupational Codes. Psychological Assessment Resources Inc, ISBN 978-0911907261 • Williamson J.M, Pemberton A.E, Lounsbury J.W, (2008), "Personality Traits of individuals in different specialities of librarianship", Journal of Management Decision,Vol 64, Issue 2, pp 273-286 • Greer T, Pride W, (1973), "The Personality Culture Relationship and its effect on interpersonal transactions", European Journal of Marketing,Vol 7, Issue 1, pp 28-39 • Chen, X.P, Tsui A.s, (2006), "An organizational perspective on multi-level cultural integration: human resource management practices in cross-cultural contexts", Research in Multi Level Issues,Vol 5, pp 81-96 • Nordvik H, (1996), "Relationships between Holland's vocational typology, Schein's career anchors and Myers-Briggs' types", Journal of Occupational and Organizational Psychology,Vol 69, Issue 3, pp 263-276 • Kaplan D.M, (2008), "Political choices: the role of political skill in occupational choice", Career Development International,Vol 12, Issue 1, pp 46-55