If workplaces had their own version of the animal kingdom, HR would be the wildlife documentary crew—observing curious creatures, decoding their mysterious behaviours, and occasionally stepping in to prevent one species from metaphorically biting another.
Every office is home to the ‘ghost reader’ lurking silently in email threads, the ‘meeting hijacker’ whose monologues could be carbon-dated, the ‘over-enthusiastic volunteer’ whose hand shoots up faster than their thought process, the ‘silent expert’ who carries wisdom but not the urge to speak, and the ‘defensive performer’ who turns every feedback session into an emotional rollercoaster.
They’re funny, occasionally frustrating, and universally familiar. But there’s always more beneath the surface than the behaviour we see. When decoded with empathy, these quirks reveal human truths that can transform entire teams.
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The Ghost Reader: Seen but never replied
Every office has at least one. The email gets read. The WhatsApp blue ticks pop up instantly. And then… radio silence.
The ghost reader isn’t avoiding you. They’re avoiding the pressure that comes with replying.
“It’s all about converting monologue into manageable, productive dialogue.”
Pankaj Lochan, CHRO, Navin Fluorine
As Pankaj Lochan, CHRO of Navin Fluorine, puts it: “Replying means commitment—and commitment means pressure.” In a world of cluttered inboxes, unclear expectations, and uneven psychological safety, even a simple reply can feel like an overwhelming spotlight they’re not ready for.
What can HR do?
Reduce the pressure. Clarify what qualifies as a “good enough” response. Build no-judgement communication zones. Replace accusatory questions like “Why didn’t you reply?” with supportive ones such as “Was something unclear or overwhelming?”
Suddenly, the ghost becomes human.
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The Meeting Hijacker: “Just one small point…” (20 Minutes Later)
They don’t mean to hijack. Not really. In their minds, that tangent is helpful. They’ve just waited a long time to be heard.
Some are seeking validation. Some have been overlooked for years. Some just want to feel seen. Others, as Lochan notes, “may not realise the impact of their style of contribution.”
“Some of the wisest people speak softly because they’ve learnt the cost of being right at the wrong time.”
Emmanuel David, senior HR leader
And leadership response makes all the difference.
Emmanuel David, a seasoned HR leader, recalls watching a CFO handle a meeting hijacker with absolute grace. Instead of snapping, the CFO acknowledged him warmly: “That’s a very good point—let’s discuss it after the meeting.” The participant felt respected, the meeting stayed intact, and no egos were bruised.
Sometimes, a graceful redirect achieves more than a sharp rebuke.
What can HR do?
Train managers in tactful interruption. Make meeting norms explicit. Assign chronic hijackers meaningful pre-meeting roles so they feel included and valued.
As Lochan says: “It’s all about converting monologue into manageable, productive dialogue.”
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The Over-Enthusiastic Volunteer: “I’ll Do It!”… and then panic ensues
This is the colleague who raises their hand before fully understanding the assignment. A relic from childhood classrooms, as Lochan jokes—the “Yes ma’am! Yes sir!” student who loved the spotlight more than the syllabus.
Behind that enthusiasm lies something deeper: a fear of missing out, a desire for recognition, or a longing to belong. It’s not recklessness. It’s emotional need.
David goes deeper: “Some volunteers aren’t overcommitting—they’re overcompensating.”
What can HR do?
Guide them from “I’ll do everything” to “I’ll do what I can do well.” Offer clearer priorities.
Celebrate thoughtful choices rather than loud enthusiasm.
When managed with empathy, these volunteers become reliable, not overwhelmed.
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The Silent Expert: Knows everything, says nothing
Managers often find themselves baffled by the silent expert—the one who possesses critical insight yet speaks up only when prompted. Lochan describes them as “the gravitas people,” individuals who speak only when certain, using silence as armour.
Their quietness often traces back to past experiences: having ideas dismissed, being judged harshly, navigating introversion, or carrying burnout from a previous toxic environment.
David has seen this often during leadership assessments: “Some of the wisest people speak softly because they’ve learnt the cost of being right at the wrong time.”
These employees aren’t withholding. They’re protecting themselves.
What can HR do?
Create safe spaces where their voice feels welcomed. Gently invite contributions without spotlighting them harshly. Offer written or asynchronous channels that honour their communication style.
As David puts it: “When people feel safe, their voice returns before their volume does.”
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The Defensive Performer: “feedback? please don’t”
For the defensive performer, feedback isn’t a performance review—it’s a personal threat. Lochan calls it insecurity. David frames it as unspoken fear.
Their identity is tied to approval, making developmental feedback feel like a personal attack.
What can HR do?
Use behaviour-impact framing instead of judgemental language. Emphasise support over scrutiny. Ask reflective questions like “What’s your biggest fear here?” or “What’s the worst that could happen?”
David summarises it powerfully: “Feedback lands softly when identity isn’t under attack.”
A story behind every behaviour
David’s experiences bring this truth to life with remarkable clarity.
He recalls a woman long labelled “difficult” who was silently carrying the responsibility of supporting four dependants after being widowed. An official widely presumed corrupt was actually overwhelmed by grief after losing his two-year-old son. A candidate rejected a job offer simply because he felt humiliated during the interview process. A respected judge continued making insensitive remarks without realising the pain they caused—until someone finally held up a mirror.
In each of these situations, what people displayed at work was only the surface. The behaviour was visible, but the reasons remained hidden—revealed only when someone took the time to listen with patience and compassion.
The real decoder
At its core, the HR decoder isn’t about identifying quirks—it’s about understanding the humanity behind them. Every puzzling behaviour is a signal: stress, fear, past hurt, lack of clarity, bandwidth constraints, injustice, or a need for recognition.
When HR moves beyond surface-level judgement and asks “Why is this happening?” rather than “Why are they like this?”, workplaces shift. Psychological safety grows. Teams collaborate more freely. People stop acting from fear and start acting from authenticity.
Lochan reminds us: “People are either good or very good—they’re never bad. They’re simply carrying history into the present.”
And perhaps that’s the real job of HR. Not to fix behaviour, but to decode the human being behind it.