Company info
What we create
and what we believe
and what we believe
About us
Solutions
Out-of-box solutions
Resources
Services
Industries
About us
Solutions
Resources
Services
Industries
About us
Products
Out-of-box solutions
ATS system
LMS platform
HRM system
Other solutions
Office hoteling
Video interview platform
Gamification platform
ATS system
LMS platform
HRM system
Other solutions
Office hoteling
Video interview platform
Gamification platform
Industries
Write to us
contact@hrsync.io
Call us
+77777394433
+48222662285
+17722327337
Contact us
MBTI for HR: how one test helps build strong team
Table of contents
You’ve probably heard about MBTI — the test that helps people understand themselves and others better. But what if I told you it could be your secret weapon in HR? MBTI helps you hire employees who are the perfect fit for each role and build strong, well-balanced teams where everyone thrives in the right position.
In this article, we’ll explore how the Myers-Briggs Type Indicator (MBTI) helps solve real HR challenges, why it’s not perfect, and how to use it to benefit both your company and employees.
What is the Myers-Briggs type indicator?
Let’s start with the basics. The Myers-Briggs Type Indicator is a personality framework that Katharine Cook Briggs and Isabel Briggs Myers developed. It’s designed to help people understand how they think, make decisions, and interact with others.
MBTI is built around four key personality preferences, each forming a spectrum:
- Extraversion (E) vs. Introversion (I): Do you get your energy from social interactions, or do you recharge best when alone?
- Sensing (S) vs. Intuition (N): Do you focus on concrete facts, or are you more drawn to ideas and possibilities?
- Thinking (T) vs. Feeling (F): Do you make decisions based on logic, or do you prioritize emotions and values?
- Judging (J) vs. Perceiving (P): Do you prefer structure and planning, or are you more flexible and spontaneous?
The combination of these preferences forms 16 personality types, each with a unique approach to work, communication, and problem-solving.
You, as an HR professional, can use MBTI to understand:
- How someone makes decisions. For instance, an ISTJ (The Logistician) values facts and structure over emotions.
- What kind of work environment suits them best. INFPs (The Mediators) thrive in creative, purpose-driven roles, while ESTPs (The Entrepreneurs) excel in fast-paced, high-energy settings.
- Which roles fit them best. ENFPs (The Campaigners) make great idea generators, while ISFJs (The Defenders) shine in support and detail-oriented tasks.
Understanding these aspects helps you place employees where they’ll be most effective — and most satisfied.
How MBTI helps HR pros
So, how can you actually use MBTI in HR? Beyond being an interesting personality test, it’s a practical tool that helps with hiring, team-building, and improving workplace communication.
First, it helps you understand what employees are naturally good at and where they might struggle. Take an ISTJ (The Logistician), for example. They’re reliable and super organized, but they might find it hard to adjust to sudden changes. Knowing this, you can put them in roles that require precision and structure while giving them extra support when things get unpredictable.
Second, it makes communication easier. People process information differently: Intuitives (N) love big ideas and future possibilities, while Sensors (S) prefer clear facts and practical details. If a manager and an employee see the world in completely different ways, things can get frustrating fast. MBTI helps you spot these differences early so you can bridge communication gaps before they become problems.
Finally, it helps you build stronger, more balanced teams. A great team isn’t just about having the right skills. It’s also about how people work together. If a team is full of Thinkers (T) but has no Feelers (F), the workplace might feel too cold and analytical. MBTI helps make sure there’s a good mix of personalities so that logic, creativity, structure, and emotional intelligence all have a place.
Struggling with hiring and team management?
HRsync delivers custom HR software designed for your business.
The 16 personality types
Now, let’s get to the fun part — the 16 MBTI personality types. Each type has unique strengths that can be incredibly useful in the workplace. Understanding these can help you assign tasks more effectively and build well-rounded teams.
Each personality type brings something valuable to the table. The key is to align people with roles that suit their natural strengths, so they feel engaged and perform at their best.
How to organize MBTI testing for employees
Before rolling out MBTI testing in your company, ask yourself, “Why are we doing this?”
Do you want to improve team communication? Are you looking to help employees with career development? Do you need better insight into hiring and team dynamics?
Having a clear goal ensures the process is structured and useful rather than just another corporate exercise.
Step 1: Choose the right testing format
There are three main ways to conduct MBTI assessments:
- Official MBTI test provided by The Myers-Briggs Company. It’s highly accurate and includes a deep personality analysis but requires a certified professional to administer it. Also, it’s paid.
- Hiring an MBTI consultant. You can find one on MBTI Referral Network. Here is a quick guide on how to choose one.
- The free online version is simplified and good for initial insights, but it’s less accurate. It’s best for informal team discussions rather than formal HR decisions.
Step 2: Set the right expectations
Some employees might feel skeptical or nervous about personality testing. Make sure they understand:
- This is NOT an evaluation of job performance.
- Their results won’t be used to make hiring or promotion decisions.
- It’s about self-awareness and better teamwork.
You can send a short introductory email or set up a meeting where you explain that “This test is designed to help you understand your strengths and how you work best. It’s not a performance review, and your results will remain confidential. Our goal is to create a work environment that suits everyone’s natural preferences.”
Step 3: Make the process convenient
The smoother the process, the more employees will engage. If you consider online testing:
- Send out a clear email with a test link and instructions.
- Mention that it takes 10–20 minutes to complete.
- Provide a contact person (HR) for any questions.
- Give employees a few days to take the test at their own pace.
If you prefer an in-person testing:
- Choose a quiet, comfortable space to avoid distractions.
- Provide printed test forms and pens if needed.
- Explain the process before they start — there are no right or wrong answers.
Timing matters! Avoid scheduling tests during busy work hours. Mornings or designated slots work best for maximum focus.
Once testing is complete, the real work begins — using MBTI insights to improve teamwork. Let’s talk about how to make the most of the results!
What to do after testing: using MBTI the right way
Taking the test is just the first step. The real value of MBTI comes from how you apply the results. If the reports end up forgotten in a folder, the whole process was pointless. Here’s how to make MBTI work for your company and your employees.
Share the results with employees
Don’t just hand out reports. Help employees understand what their MBTI type means for them.
You can hold individual feedback sessions. Have a quick one-on-one with employees to discuss their personality type and how it relates to their work. For example, “You’re an INFP, which means you’re great at creative problem-solving and finding meaning in your work. That’s why you probably thrive in brainstorming sessions and value projects with a clear purpose.”
Team discussions work too. Organize a group session where you explain how different types interact. For example, show how extroverts (E) bring energy, while introverts (I) prefer deep focus. This will prevent any misunderstandings and encourage respect for different work styles.
Link results to work tasks
After MBTI testing, it’s not enough to simply understand employees’ personality traits — you need to use this data to build a harmonious and productive team.
Each personality type contributes something unique, and the role of HR is to find balance, ensuring that one person’s strengths complement another’s weaknesses.
A team becomes truly effective when roles align with employees’ natural preferences. The Myers-Briggs Type Indicator helps determine who will thrive in different tasks:
- Leaders and organizers. Types that lean toward planning and management (Judging, J) excel at coordination and strategic planning. These could be project managers or department heads.
- Idea generators. Intuitives (N) and extroverts (E) tend to be creative and open to unconventional solutions. They are invaluable in brainstorming sessions and the development of new concepts.
- Executors. Sensors (S) and those who prefer structure (J) are strong at following plans and delivering tasks efficiently. They are ideal for detailed work and meeting deadlines.
- Analysts. Thinking types (T) prefer a logical and systematic approach. They thrive in roles that require deep analysis and structured problem-solving.
For example, if you’re looking for an analyst, consider INTJ (The Strategist) or ISTJ (The Logistician). They both enjoy structured work and excel with data. If the role requires client communication, ENFP (The Campaigner) or ESTP (The Entrepreneur) would be a better fit, as they are energetic, confident, and great at building relationships.
Tip: Use MBTI as a secondary filter after assessing professional skills. Instead of making assumptions based on type alone, ask questions like: “Do you prefer working independently or in a team?” to better understand their work style.
Build balanced teams
A great team isn’t just about having the right skills; it’s also about getting along and knowing how to handle disagreements. MBTI helps structure effective collaboration.
For example, ESTJ (The Executive) and INFP (The Mediator) often clash. The ESTJ demands clear plans, while the INFP prefers flexibility. MBTI allows HR managers to redistribute roles: the ESTJ can oversee deadlines, while the INFP focuses on creative problem-solving. This reduces tension and increases productivity.
Assign roles in a way that makes everyone feel comfortable. For instance, introverts (like ISFP, The Artist) might excel in analytical tasks, while extroverts (like ENTP, The Innovator) are better suited for presentations and negotiations.
Tip: Manage interactions and prevent conflicts. Many workplace disagreements stem from different working styles. MBTI helps explain these differences and build bridges between team members. For example, an ISTJ (The Logistician) might get frustrated when an ENFP (The Campaigner) frequently changes plans. If both understand that this isn’t about carelessness or rigidity but rather a difference in personality, it helps reduce stress and improve cooperation.
Use MBTI as a growth tool
MBTI doesn’t label people — it simply shows where employees feel most comfortable. This allows HR professionals to adjust the work environment to better fit each individual’s needs.
For example, an INTP (The Architect) might lose motivation if given repetitive, routine tasks. But if they’re assigned a complex analytical challenge, they will likely come up with an exceptional solution.
Tip: Incorporate MBTI into mentorship programs. Pair employees with mentors who can complement their strengths and balance out their weaknesses. This will speed up adaptation and lead to better overall performance.
What to keep in mind: the limitations of MBTI
MBTI is a useful tool, but it’s not flawless. While it helps with understanding personality traits, it shouldn’t be the sole factor in hiring, promotions, or performance evaluations.
1. MBTI doesn’t measure skills or competencies
MBTI tells you how a person prefers to think and work, but it doesn’t tell you how good they are at their job. For example:
- An ENFP (Campaigner) might be full of creative ideas, but that doesn’t mean they’re automatically great at project execution.
- An ISTJ (Logistician) is highly structured, but that doesn’t guarantee they’re the best at data analysis.
Tip: Use MBTI as an additional tool, not a replacement for assessing actual skills and experience.
2. Personality types can change over time
People grow, adapt, and evolve based on life experiences, career shifts, and personal development. For instance:
- An introvert (I) might develop strong public speaking skills over time.
- A judging type (J) might learn to embrace flexibility in a fast-paced work environment.
That’s why MBTI should be seen as a snapshot of preferences, not a rigid personality label.
Want to build a smarter HR process?
Managing hiring, onboarding, and team performance doesn’t have to be complicated. Let’s optimize your HR together.
3. MBTI doesn’t predict behavior in every situation
Just because someone has a particular MBTI type doesn’t mean they’ll act the same way in every situation. For example, two employees with the same type (e.g., ENFJ) might approach leadership very differently. One might be charismatic and outgoing, while the other prefers a more thoughtful and structured approach.
This means MBTI can give insights, but it can’t replace real-world observation and interaction.
4. Cultural differences can affect MBTI results
MBTI was originally developed within Western psychology, meaning its results can be influenced by cultural norms. For example:
- In collectivist cultures, introverts may feel pressured to act more extroverted.
- Some cultures value structured decision-making (J), even if someone naturally prefers flexibility (P).
This is important to keep in mind when using MBTI in global teams — it’s not a one-size-fits-all tool.
5. MBTI lacks strong scientific backing
One of the biggest criticisms of MBTI is that it’s not strongly supported by modern psychology research.
Many psychologists favor the Big Five personality model, which is considered more scientifically reliable. This doesn’t mean MBTI is useless. It just means you should use it cautiously and combine it with other assessments.
To make the most of MBTI despite its limitations, it should always be used as a complementary tool, not as a deciding factor. The best approach is to combine it with skills assessments, structured interviews, and 360-degree feedback. MBTI can help HR teams understand work styles and communication preferences, but it should never be the sole determinant in critical business decisions. When used correctly, it serves as a helpful guide, but when misused, it can lead to oversimplified and inaccurate conclusions.
Ethical principles for using MBTI in the workplace
MBTI can be a powerful tool for improving teamwork and understanding employees, but it must be used ethically. If applied incorrectly, it can damage trust, lead to biases, and even harm a company’s reputation. To avoid this, there are two key aspects to keep in mind:
Confidentiality: trust comes first
MBTI results reflect an employee’s personal preferences, so protecting their privacy should be a top priority. Some employees may worry that their results could be used against them. For example, limiting career growth opportunities or influencing performance evaluations.
- To maintain trust, it’s important to ensure full transparency. Employees should know why the test is being conducted, who will have access to the results, and how they will be used. A clear explanation might sound like this: “The MBTI results will help us understand how you prefer to work and interact with the team. This information will remain confidential and will only be used to create a better work environment for everyone.”
- Access to results should be restricted. Ideally, only the employee and HR professionals responsible for workplace development should have full access. Managers can be given general insights to help them understand team dynamics, but not detailed personal information about individual employees.
- It’s also crucial to never use MBTI results for punitive actions. Employees should know that their personality type will not affect salary, promotions, or performance reviews. If people feel their results could be used against them, they will lose trust in the process and in HR as a whole.
Avoiding stereotypes and biases
One of the biggest risks of using MBTI in the workplace is the tendency to put employees into boxes based on their type. If someone is labeled as an “introvert,” they might be seen as unsuitable for leadership roles. If they are a “thinker” rather than a “feeler,” they may be wrongly perceived as lacking empathy.
- It is essential to remember that MBTI does not define a person’s capabilities. A type like ISFJ (Defender) might naturally gravitate toward support roles, but that doesn’t mean they can’t be great managers. Similarly, an ENFP (Campaigner) might be known for creativity, but that doesn’t mean they can’t handle structured tasks. Every individual is more than their MBTI type.
- MBTI should be used to help employees grow, not to limit them. Instead of assuming that an introvert won’t enjoy team leadership, HR can use the test results to support their development, offering coaching or gradual exposure to leadership tasks.
- Another way to prevent bias is to educate the team about what MBTI really is — and what it isn’t. A short training session on personality types can help employees understand that different preferences are not strengths or weaknesses but simply different ways of working. For example, extroverts may find brainstorming easier in a group setting, while introverts may prefer written communication. Recognizing these differences helps teams avoid misunderstandings and work better together.
- Cultural and individual differences should also be considered. People from different backgrounds or work environments may not precisely fit the traditional MBTI patterns. Rather than forcing individuals into a mold, HR professionals should use the results flexibly and focus on helping employees succeed in their own way.
Final thoughts
MBTI isn’t the Sorting Hat that tells you exactly where someone belongs. It’s a conversation starter, a way to understand what makes people tick and create a work environment where everyone can thrive. Like any tool, its value depends on how you use it.
If you treat MBTI as a rigid rulebook, you’ll end up boxing people in and missing out on their full potential. But if you use it as a guide for better communication, stronger teamwork, and smarter leadership, it can help unlock talents you might have otherwise overlooked.
Bottom line? Use MBTI to lift people up, not limit them. Give your introverts space to shine, let your big-picture thinkers dream big, and remember — no test can replace real human connection.
Get a free consultation and learn how HRsync’s turnkey solutions can optimize your company’s HR processes.
Subject of the application*