Five-Factor Model of Personality

What is the Five-Factor Model of Personality?

The Five-Factor Model of Personality (FFM) is a psychological theory developed by Paul Costa and Robert R. McCrae. It describes the structure of personality using five major traits:

• Openness to Experience,
• Conscientiousness,
• Extraversion,
• Agreeableness,
• Neuroticism.

Each of these traits comprises six more specific facets that allow for a deeper understanding of how a person thinks, feels, and behaves. The model is based on empirical research that identified these five broad dimensions of personality – often referred to as the “Big Five.”

The Five-Factor Model vs. the Big Five

While closely related, the “Big Five” and the Five-Factor Model are not entirely synonymous:

• The Big Five refers to a model derived from lexical research, which found that five personality dimensions consistently emerge across different languages and cultures when people describe each other.
• The Five-Factor Model is a structured version of the Big Five. It provides a theoretical framework for interpreting personality, including the breakdown of each trait into six facets. This model is widely used in scientific research and psychological assessment tools (e.g., NEO-PI-R, NEO-PI-3).

In practice, especially in popular psychology and workplace settings, these terms are often used interchangeably.

Practical Applications of the Five-Factor Model in HR

The Five-Factor Model supports more informed decision-making in people management by enabling HR professionals to tailor their approach to individual personality traits.

Recruitment

In recruitment, the FFM helps assess how well a candidate fits a job profile. For example, a high level of conscientiousness may be ideal for analytical roles, while extraversion might be key in sales positions. The model can also help identify potential risk areas – for instance, high neuroticism in roles requiring stress resilience.

Employee Development

Personality assessment results can guide the development of personalized growth plans, coaching initiatives, and management styles. Understanding traits like openness or agreeableness helps adapt communication methods, task delegation, and feedback strategies to individual needs.

Team Building

By applying the model to team building, it becomes easier to identify differences and complementary work styles, which supports effective collaboration and reduces the risk of conflict and burnout. Understanding team members’ personality profiles can also inform efforts to shape team culture, motivation, and role distribution.

Performance Evaluation

For talent reviews and succession planning, the model can highlight individuals with natural leadership or specialist potential. It also helps guide promotion decisions and align leadership expectations with individuals’ behavioral tendencies.

Trait Characteristics in the Five-Factor Model of Personality

The Five-Factor Model is one of the most commonly used tools for describing personality. It is based on traits that tend to remain relatively stable over time and provide strong predictive value for behavior across various contexts – both professional and personal.

In Costa and McCrae’s framework, each of the five major traits consists of a set of six more specific facets, allowing for an in-depth analysis of an individual's personality profile.

Here’s a brief description of each of the five major dimensions:

• Openness to Experience – reflects a person’s willingness to explore new ideas, experiences, and values. Individuals with high scores tend to be imaginative, aesthetically sensitive, emotionally aware, and intellectually curious. They are open to change, value diversity, and appreciate the freedom to think independently. In contrast, individuals with low scores often avoid abstract concepts and change, resist new ideas, and are unlikely to generate them on their own.
• Conscientiousness – refers to the degree of self-discipline, organization, and impulse control. Conscientious individuals plan their actions carefully, are consistent, and can be relied upon. This trait plays a significant role in task execution and goal achievement. Those with low conscientiousness typically dislike structure and schedules, may be careless, and often procrastinate or neglect important responsibilities altogether.
• Extraversion – describes a person’s level of social energy and need for interaction. Extraverts are sociable, talkative, and action-oriented, drawing energy from interactions and activity. They enjoy being the center of attention, initiate conversations, and often have wide social networks. At times, they may speak impulsively – before thinking things through. Individuals with low extraversion tend to prefer solitude, avoid initiating conversations, and feel uncomfortable in social settings. They think carefully before speaking – and sometimes choose not to share their opinions at all.
• Agreeableness – indicates a tendency to cooperate, trust others, and show concern for their well-being. Agreeable individuals are willing to compromise, polite, and empathetic. They thrive in teamwork and customer-facing roles. Those with low agreeableness often show less interest in others’ problems and may prioritize their own needs over the team’s well-being.
• Neuroticism – relates to a person’s susceptibility to stress and negative emotions. Individuals with high scores are more likely to experience anxiety, dramatic mood swings, tension, and insecurity. They often struggle to bounce back after stressful events and may be more emotionally reactive than others.

How Are Personality Traits Measured in the Five-Factor Model?

In the Five-Factor Model, personality traits are primarily measured using self-report questionnaires. Respondents evaluate the extent to which they agree with specific statements that describe behaviors, ways of thinking, or emotional responses. Answers are typically provided using a Likert scale, for example, from 1 – “strongly disagree” to 5 – “strongly agree”.

Several tools are commonly used in workplace settings – for both recruitment and employee development – including:

• NEO-PI-R (Revised NEO Personality Inventory) – Developed by Costa and McCrae, this tool contains 240 items and assesses the five main traits as well as six facets within each. It offers a detailed and precise analysis, but is time-consuming. It is especially valuable in coaching, career path planning, leadership potential assessment, and individual development work with managers.
• NEO-FFI (NEO Five-Factor Inventory) – A shortened version of the NEO-PI-R with 60 items, allowing for a quick and reliable assessment of the five major traits. It is suitable for use in recruitment processes, soft skills evaluation, and professional development planning.
• BFI (Big Five Inventory) – A 44-item questionnaire widely used in academic and educational settings. It is helpful for team analysis, identifying training needs, and developmental projects. There are also shorter versions available, such as the more detailed BFI-2 and the brief BFI-10, designed for quick screening.
• TIPI (Ten Item Personality Inventory) – An ultra-short scale consisting of just 10 items, mainly used for general, rapid personality assessments. It can be useful in early-stage candidate screening, team profiling, or as a supplement to pulse check surveys.

The choice of tool should be driven by the purpose of the assessment: shorter instruments are generally more suitable for recruitment, while more comprehensive tools are better suited for development contexts. It is important to use standardized assessments with proven psychometric quality, adapted to the respondent’s language and cultural background.

Personality assessments can also be combined with other evaluation methods, such as 360-degree reviews, assessment centers, or competency analysis. Supplementing test results with observational data and environmental assessments allows for a more accurate understanding of how a person functions within a team and the broader organizational environment.

Potential Risks and Limitations of the Five-Factor Model in HR

Personality test results should be treated as a starting point for further conversation and reflection – not as a final verdict. After all, the Five-Factor Model is a tool, not a definitive measure. Personality does not fully determine an employee’s behavior, so test results may lead to misleading conclusions and, in extreme cases, to labeling or stigmatizing the individual being assessed. Relying too heavily on these results can result in unfair evaluations or overlooking an employee’s true potential.

It’s also important to recognize that not all relevant aspects of personality are captured within the Five-Factor Model. Some traits simply fall outside its scope, as confirmed by various studies, including anthropological research conducted in 2012. Many researchers also emphasize that personality continues to develop throughout a person’s life and is influenced by a range of factors, such as stress and life circumstances. A one-time assessment cannot provide a complete picture and should always be interpreted in the context of other available data and observations.

Conclusion: The Five-Factor Model of Personality

The Five-Factor Model of Personality is a well-established and versatile tool with broad relevance in Human Resources – from recruitment and talent development to building effective teams. When used responsibly and in combination with other assessment methods, it can support informed people decisions and contribute to strengthening organizational culture.