Working in Human Resources is one thing, but succeeding in this sector is quite another. It is not enough to be qualified to be a good HR professional; it is also essential to possess certain qualities.
To respond to the day-to-day demands of staff, HR professionals must sometimes demonstrate specific interpersonal skills. But what are they? Why are they so important?
This is at the heart of the curriculum for the Digital HR specialisation within the Master in Management-Grande École Programme, which trains professionals in people relations and talent management within organisations, through a two-year work-study programme.
More about the Digital RH specialisation
1- Listening
The ability to listen attentively, express ideas clearly and communicate persuasively is crucial for managing employee relations, negotiating and resolving conflicts.
This involves being attentive to the needs, concerns and opinions of employees, managers and other stakeholders within the organisation.
Within the company, listening forms the foundation of trust. It enables HR professionals to pick up on subtle cues, identify tensions before they become entrenched and tailor responses to the real-life situations experienced by staff. Attentive listening also improves the quality of workplace dialogue and enhances the relevance of HR decisions.
“Speaking is a necessity, listening is an art.”
– Johann Wolfgang von Goethe, Maxims and Reflections, 1833.
2- Communication
Complementary to the first quality, effective communication is only possible if there has been careful listening beforehand.
For human resources professionals, being able to convey a concise and clear message to employees is essential.
The aim behind this? To anticipate misunderstandings within teams and maintain a positive working environment. Eloquence is also an asset, as it helps to quickly capture the audience’s attention.
Communication plays a decisive role in the quality of working relationships. In a business setting, poorly worded information can lead to misunderstandings, tensions or a loss of support. HR must therefore be able to convey sensitive messages, explain decisions, and clarify internal policies.
“Words are windows (or they are walls).”
– Marshall B. Rosenberg, Words Are Windows (or They Are Walls), 1999.
3- Empathy
According to a study by BusinessSolver, 92% of employees say empathy is a key factor in retaining candidates.
Human Resources professionals know how to put themselves in the shoes of a (future) employee in order to understand how they feel.
Empathy often helps to answer all the questions employees may have. In sensitive situations such as announcing a redundancy, a cold and distant professional would come across as unpleasant.
This quality is a key factor in building a lasting relationship between the company and its employees. It helps to handle individual situations fairly, to take vulnerabilities into account and to maintain a human touch in decisions that are sometimes complex. In HR, empathy also supports the quality of the employee experience.
“Do not judge each day by the harvest you reap, but by the seeds you sow.”
– Robert Louis Stevenson, Virginibus Puerisque and Other Papers, 1881.
4- Knowledge of laws and regulations
A thorough understanding of employment laws, regulations and best practices is necessary to ensure compliance and avoid legal issues.
In addition to these general laws and regulations, it is also important for human resources professionals to keep abreast of legal developments and legislative changes that could affect their organisation’s HR practices.
Mastery of the legal framework is a prerequisite for the organisation’s security. HR decisions relate to employment contracts, remuneration, working hours, training, health, risk prevention and social dialogue. A mistake can have human, financial and legal consequences.
“The law was made only for those who fear it, not for those who love it.”
– Montesquieu, The Spirit of Law, 1748.
5 -Team spirit
When it comes to dynamism and motivation, HR professionals are there to build employees’ confidence.
The idea is not to overwhelm them with criticism, but to help them grow and progress through constructive feedback.
Team spirit fosters commitment among team members. By acting as both a teammate and a coach, the HR manager can rally the troops.
This quality acts as a cornerstone for internal cohesion. HR often operates across several levels of the organisation: senior management, managers, staff, and employee representatives. Their ability to foster cooperation helps the company overcome silo mentality and maintain a collective dynamic.
“None of us, acting alone, can achieve success.”
– Nelson Mandela, Long Walk to Freedom, 1994.
6 -Discretion
A touch of leadership, certainly, but not too much. Human resources – although essential – remains a discreet department within the company.
Working in HR means, above all, being bound to keep employees’ secrets and confidential information.
Whilst this information can help improve the employee experience, it should not be disclosed indiscriminately. It would be tactless to laugh at a team member’s confession in public.
Discretion is a guarantee of credibility for the HR function. Professionals in the sector handle sensitive data: pay, personal circumstances, conflicts, health issues, mobility and career development. Confidentiality protects employees and strengthens the trust placed in the HR department.
“What is well conceived is clearly expressed, and the words to say it come easily.”
– Nicolas Boileau, Art poétique, 1674.
7 -Mediation or problem-solving skills
The ability to analyse complex situations, identify underlying issues and propose practical solutions is crucial for tackling day-to-day challenges in HR.
HR mediators can play a vital role in fostering a harmonious and productive working environment.
This skill becomes a stabilising factor within the organisation. Tensions, disagreements or misunderstandings are part and parcel of working life. The role of HR is to create the conditions for constructive dialogue, to view situations objectively, and to seek solutions acceptable to all parties involved.
“We cannot solve a problem with the same thinking that created it.”
– Albert Einstein, Letters to Maurice Solovine, 1956.
8 -Organisation
With a wide variety of tasks and a busy schedule, it is in the best interests of Human Resources professionals to be highly organised.
Today, thanks to technological advances, a range of software solutions help them to organise themselves more effectively and gain an overview of all staff schedules.
Organisation is key to operational efficiency in HR. Recruitment, training, payroll, interviews, reporting, legal obligations, administrative follow-up and cross-functional projects often coexist within tight deadlines. Good organisation helps to make processes more reliable and ensures a consistent service for both employees and managers.
“For every minute spent organising, an hour is gained.”
– Benjamin Franklin, Poor Richard’s Almanack, 1758.
9 -Flexibility and adaptability
The ability to adapt to change, respond quickly to the organisation’s evolving needs and remain calm under pressure is essential in a dynamic work environment.
Adapting to change is essential in HR as it enables HR professionals to remain relevant, effective and aligned with the changing needs of the organisation and its workforce.
Adaptability is a key skill in a context of continuous transformation. HR supports organisational changes, new ways of working, regulatory changes, technological shifts and employee expectations. Their ability to adjust their practices determines the success of many internal projects.
“Nothing is constant except change.”
– Heraclitus, quoted by Plutarch in De E, 100 AD.
10 -Agility
For several years now, Human Resources has been grappling with digital transformation and new HR roles.
Professionals in the sector recognise the importance of such changes and the benefits they can bring.
Agility is a strategic benchmark for HR in organisations undergoing change. It enables practices to evolve, new tools to be trialled, and training, recruitment and engagement schemes to be adjusted, whilst responding more quickly to teams’ needs. In digital HR, this ability to adapt becomes central.
“The true leader is not the one who makes the most noise, but the one who gives rise to hope.”
– Antoine de Saint-Exupéry, Terre des hommes, 1939.
The technical skills required for effective human resources management
In addition to behavioural skills, certain technical skills are essential for achieving the desired objectives. These include:
- Mastering the implementation of an employment policy in line with the organisation’s strategy, and ensuring its effective operational delivery
- Mastery of recruitment and talent development techniques and methods, incorporating digital tools and AI
- Ability to draw up provisional budgets and optimise the total payroll
- Mastering payroll, performance analysis and personnel administration
- Designing and delivering training programmes, incorporating digital tools and new facilitation methods
- Being able to define a policy and tools for developing the employer brand, incorporating compliance with CSR, ethical and sustainable development principles
- Implementing a mobility and expatriation policy
HR roles and career opportunities
HR roles are essential for maximising human potential, ensuring compliance, and supporting the company’s growth and success. These roles include:
- Digital HR Manager
- HR Data Analyst
- Digital Training Manager
- Digital Talent Acquisition Specialist
- Digital Internal Communications Manager
- HRIS Consultant
- Innovation: social, technological and organisational
- Evolving HR roles – “Future of work”
- Digital transformation of organisations and roles
- Health and Safety at Work, Quality of Life at Work, Quality, Environment
- Certifications: Excel, Health and Safety Management, Cybersecurity
Success in human resources means striking the right balance between technical skills and interpersonal skills.
More about the Digital HR specialisation in the Master in Management – Grande Ecole Programme
