Posted by: Canadian HR Solutions Inc. | May 21, 2011

Emotional Intelligence: The Hallmark of Great Leaders

Emotional Intelligence (EQ) is a term that is used to describe a complex ability to regulate our impulses, empathize with others, and persist in the face of obstacles.  Developing our EQ will help to enhance our leadership capability, enrich our relationships, extend our influence, and expand the personal resources that we call upon to manage life’s mental demands.

The Myers Briggs Type Indicator (MBTI) suggests that psychological type accounts for the ways that we adapt, cope, and develop in life.   Because it assumes the presence of many gifts and it is, ultimately, concerned with both our internal, that is, intrapersonal, and external (interpersonal) processes – it is an ideal model for exploring and deciphering EQ.

Intrapersonal factors look at how we relate to and manage ourselves.  They contemplate such things as: our level of self-awareness, self regulation, emotional self-control, flexibility, motivation, achievement, resilience, and our well-being.  Interpersonal factors look at how we relate to others and they include: our ability to demonstrate empathy, our general energy level, social skill, tolerance of individuals and situations within and outside of our control, persuasiveness, and our ability to lead.

The following are some actions that we can take to enhance our EQ:

– Listen empathetically and show personal interest.

– Demonstrate interest in the present moment.

– Communicate more patience.

 – Encourage others.

 – Demonstrate interest in new ways of seeing things.

 – Share reasons for decisions.

 – Offer cooperative support and understanding.

 – Seek feedback from others.

 – Follow through on decisions.

 – Act more collaboratively.

by Caroline Cole, Practice Leader, Canadian HR Solutions

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Posted by: Canadian HR Solutions Inc. | May 19, 2011

Improving Employee Engagement

The two most critical actions that leaders can take to improve employee engagement are, first, listen to their employees’ opinions, and, second, communicate clear performance expectations .

It is not surprising that increasing engagement will require leaders to listen to their employees’ ideas and clearly communicate what is expected of them.  Yet many employees in a Canadian workplace survey that was conducted by Psychometrics Canada in 2010 indicated that these are things leaders need to do more of. This situation bears good and bad news. The good news is that better communication is not particularly costly, yet it goes a long way in engaging employees. The bad news is that this is something we have known for a long time, yet leaders still struggle with it.

When employees are engaged, their engagement can be sustained by providing them with control over how to do their work and also opportunities to use their skills. Stated differently, the higher the level of autonomy provided to employees the greater the likelihood of organizational employee engagement.  This was closely followed by good relationships with man­agement and leaders of the organization as well as mentally stimulating work.

The things rated lowest in terms of their influence on engagement were salary and benefits, and the potential for career advancement.  It is interesting to note that money does not always have the impact on employee engagement that some leaders hope that it will.

Based on a survey of Canadian workplaces that was conducted by Psychometrics Canada in 2010.

posted by Caroline Cole, Practice Leader, Canadian HR Solutions

Posted by: Canadian HR Solutions Inc. | May 18, 2011

Leveraging Metrics in Talent Management

Metrics can help business leaders to make well informed decisions.  However, there is a distinction between metrics that assess efficiency versus those that assess effectiveness.

For example, any organization linking business growth and the need for a skilled, high-performing workforce will view its Talent Acquisition function as critical.  While ‘cost to hire’ or ‘time to fill’ metrics can illuminate the efficiency of the recruiting process, the organization will also want to assess the effectiveness of that process.  A metric such as the ’90 day turnover rate’ (a measure of person-role fit) is a good indicator of recruitment effectiveness.

In the end, an efficient function is not necessarily an effective one – to sustain success organizational leaders should ensure that they understand where their Talent Management processes sit with regard to effectiveness as well as efficiency.

Caroline Cole,  Practice Leader, Canadian HR Solutions

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