Introduction

As time goes on with the change of business environment, no more organization can afford the status quo, and the emergence of strong team becomes the focus in and out of people’s mind again and again. Members of the Human Resources (HR) team are also centrally involved in the creation of teamwork, team intelligence and team involvement.

Nevertheless, the recipe of this successful team building among effective teams is definitely, far from the traditional perception of the HR field. However, for human resource managers, the highest ambition would be to understand the complete potential of a team, and it might be beneficial for them to look into the concepts in the science of psychology for the explanation of behavior, motivation, and the interaction of each team member. In this blog post, I will share the best practices of HR and psychological behaviours behind successful team.

Best Strategies for HR Managers to Build High-Performing Teams

Focus on Team Composition

Composition is a key factor for team performance. Ideally, there should be a reason for the HR managers to give a deep reflection into the quality, personal characteristics and previous work experience of the team members. Teams that have a balanced composition of members from complementary backgrounds are able to generate ideas and solve problems.

It is known according to physiology that heterogenous groups of individuals, whose discordance is the origin, are considered to be more innovative and to make better decisions.

Set Clear Goals and Expectations

The goal and the motivator of group formation is the single, quantifiable target of the group. When psychology applies, goal setting theory is that set, nonambiguous, and satisfactory goals produce greater performance.

HR personnel should make sure that the members of the team are headed in the right direction toward the goal of the team, and that the roles and assignments of the members are well defined. That clarity produces a motive and responsibility both from group to individual and from individual to group, to spur motivation.

Encourage Open Communication

Active communication is at the central of high-performing players. The employees in human resources staff are required to create that dynamic structure and to openly and honestly communicate,” which is a permission for an openness of opinions and remarks by the members within the team.

Psychologists have shown that communication has to be open to generate trust, reduce friction, and encourage cooperation. HR managers may be proposed to carry out, within a continuous cycle of feedback, through team-building activities that encourage a process of self-examination of this.

Promote Psychological Safety

Psychological safety, a term introduced by psychologist Amy Edmondson, is defined as the condition that team members feel capable of engaging in risk, risk taking and voicing their ideas, without fear of retribution. HR professionals can promote psychological safety by the creation of a positive work environement in which fault is publicly tolerated and in which every member of the team is valued and respected.

Provide Development Opportunities

High-performing teams are built on continuous growth and development. It is the responsibility of HR Professionals to give answers to issues of personal and team development.

Training, mentorship, and workshops for developing skills are also relevant for maintaining both team well-being, and team skills. Emotionally, when employees are actually evolving a transformation can be observed where employees are motivated and more focused on their work.

Recognize and Reward Contributions

Recognition and reinforcement are essential for maintaining high performance. HR managers are required to formally design and deploy recognition architectures, for the individual and group experience of a task, i.e. Psychology, in turn, would emphasize the value of positive reinforcers in sustaining motivation.

Having the associated sense of caring, the team participants tend to act less and less, to take care of each other, and follow the team’s goal, for a further effort and play an important role to the team’s success.

The Psychology Behind High-Performing Teams

However, when the goal is to get new visions and information related to the impact of HR involvements on team performance, then the fundamental theory of how that is supposed to work should be taken account of.

Inspiration Theory: Intrinsic vs. Extrinsic Motivation

Enthusiasm is a crucial driver of high presentation. Psychologists differentiate between intrinsic motivation (a motivation by internal incentives as, for example, a feeling of happiness) and extrinsic motivation (a motivation by external incentives, e.g., bonuses or appreciation).

High-performing teams often thrive when members are intrinsically motivated.

In this manner, HR staff can also use it as a starting point for the construction of meaningful work, to give autonomy to or to base it as the starting point for further work.

Group Dynamics: The Role of Social Influence

In an ensemble, the behaviour of individuals is controlled by the behaviour of the ensemble (i.e., social effect). The human psychological factor mentioned that human beings are inclined to also conform to the behavior and mood (thoughts) of a collective, and team culture is therefore one of the most important factors.

It is also valuable to consider the development of the work team culture, encouraging teamwork, mutual understanding and shared values. All of the above can be employed to decrease the probability of the outcome behaviours (i.e., social loafing or groupthink).

Emotional Intelligence (EI)

Intelligence of emotions is the ability to recognise, decode and regulate emotions in the self and others. Force-functioning teams are typically a collection of individuals with greater EI, as empathetic, argumentative, and argumentative abilities promote co-operation and negotiation. From the viewpoint of recruitment, the director of human resource departments should regard EI very seriously, and actively participate in enabling the department to do EI training.

The Tuckman Model: Phases of Team Growth

Forming, Storming, Norming, Performing, and Adjourning. This model can be adopted by HR managers of teams to make a framework for their team managers and to assure the right amount of support at each step.

In the storming phase of the system development life cycle, when conflict is in place, for example, disagreement, HR professionals have choices to make to adopt a culture of compromise, or to do what is necessary to defuse the conflict, to help the team move to the performing phase of the system development life cycle (i.e., high performance).

Conclusion

Work in the discipline of psychology may provide useful data within the context of design and development of high spirit teams for human-resources managers, etc. Using the capabilities of team formation, objective setting, communication enhancing, psychological safety nurturing, and talent management, HR professionals can make that section an environment of team success.

Identifying the psychological factors of motivation, group behaviour and emotional intelligence allows the HR function to implement more powerful and lasting effects. If at the same time HR or good practices of human resources are applied correctly in an efficient manner and psychological knowledge is used to the competence of things happening, teams may do well and a role to play in the success of the organisation.

By the auspices of this integration of methodologies, HR managers are not only able to improve group performance but can develop an excellence culture at the organizational level.

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