People context
Professional information that helps explain how a person approaches work in a particular role, relationship, team or situation. People context can include capabilities, experience, ownership, decision patterns, communication and collaboration. It is additional context, not a complete description of the person. Read the full explanation.
Work profile
A professional profile that adds context about how someone works to the traditional information found in a CV, such as roles, skills and experience. A work profile should help conversations and decisions without becoming a fixed label. Work profile vs CV.
HumaMap Core
The common foundation of a Personal HumaMap. Core organises professional work context across CAN, WILL and HOW. It is not presented as a new personality model. Recognised assessments and reflection reports can be added separately when useful.
CAN
What a person can bring to work. In HumaMap, CAN covers capabilities, knowledge, experience and how a person learns and solves problems. CAN is broader than a list of skills because the capacity to learn and apply knowledge also matters.
WILL
What matters to a person at work. WILL covers areas such as ownership, priorities, learning, change and direction. It describes professional priorities and dispositions rather than trying to uncover hidden psychological motives.
HOW
How a person tends to work in practice. HOW covers decisions, execution, communication, collaboration and leadership. It should be understood in context because the same person may behave differently in a different role, team or situation. CAN, WILL and HOW explained.
Team complementarity
The way different people can strengthen a team because their contributions are useful together. Complementarity is not simply difference. A difference only helps when the work can use it and the team can coordinate around it. Read more.
Team friction
Tension or coordination cost that appears when people work together. Some friction is useful, for example disagreement that improves a decision. Avoidable friction comes from preventable ambiguity, mismatched expectations or unclear ownership. Reducing avoidable friction.
Role clarity
A shared understanding of what a person is responsible for, what success means and where decision authority sits. Role clarity does not require a rigid job description. It requires enough clarity for people to act without repeatedly guessing who owns the work. Role clarity and ownership.
Ownership
Responsibility for moving a piece of work forward and being accountable for its outcome within an agreed decision boundary. Ownership works best when the team is clear about who contributes, who decides and when the owner should escalate.
Working agreement
A shared agreement about a recurring coordination question, such as who decides, how the team communicates, how disagreement is handled or what ownership means. A useful working agreement is short enough to remember and specific enough to change behaviour. Working agreements explained.
People decision
A decision in which understanding people is materially relevant, such as hiring, assigning responsibility, forming a team or preparing a leadership conversation. HumaMap can provide additional context for these decisions. The judgement and accountability remain with people.
Person-environment fit
A research tradition concerned with the relationship between characteristics of a person and characteristics of their environment. HumaMap uses the broader principle that a person often makes more sense in context. HumaMap does not treat FIT as a fixed fourth trait inside a person.
Human-centred work
An approach to work and technology that considers people as individuals and places human needs, capabilities and agency alongside business performance. The European Commission's Industry 5.0 vision places human centricity alongside resilience and sustainability. Human-centred work explained.
Ask HumaMap
HumaMap's AI assistant. It uses HumaMaps and reports a user can access to help make sense of professional work context. It does not make hiring, leadership or other people decisions for the user. HumaMap gives context. People make the decisions.