Author Archives: papeditor

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How to Identify a Reliable HR Assessment

Whether your HR assessment is intended for pre-hire or for measuring competency, output, or leadership potential in existing employees, it’s crucial that your provider has the capacity to deliver to your needs.

However, with dozens of HR assessment providers on the market, choosing the right one can be difficult. With buzzwords ranging from big data and gamification to smart-analytics, it can be difficult to determine what actually provides value and what a good service looks like.

Reviewing what you need and where is an important first step, but afterwards, you still have to identify which providers can reliably offer a good service that works.

Trademarks of a reliable HR assessment

The following factors will help you when reviewing and selecting your assessment provider, so you can make the best choice for your organization.

History of Success

It goes without saying that any HR assessment you choose for your company should have a proven history of success in other companies. While this doesn’t necessarily mean it will work for your company, having a history of proven success, either through case studies or proven testimonials will give you a reliable indicator of whether the assessment will work.

Measurement Techniques and Validation

No matter what you’re working to assess, your provider should use science-based methods to perform assessments, starting with their base methodology. Most HR assessments begin with job analysis to determine what should be measured and why. A validation study to verify that the selected criterion will work for your organization is also important (although a pre-validated assessment is something to avoid because you can only validate based on specific conditions for your organization) because it will work to ensure that the factors or competencies being looked for or scored actually relate to performance. No assessment will be 100% valid, simply because there are too many factors involved with human performance, so validity is always context specific in how it applies to your business or even your specific role. Despite that, it’s still important to have because it tells you that available data suggests the assessment will benefit your organization.

Research-Based

Any reliable assessment should be based on extensive research that can be shared, proven, and referred to throughout the process. Industrial/Organizational Psychology is the science of behavior in the workplace, and any reliable HR assessment will use it when forming assessments, methods, and when selecting tools.

Personalization

Your specific company needs are likely specific and individual to your organization. For this reason, nearly any HR assessment must be tailored to meet the individual needs of your organization or developed for your company from a base model. For example, your provider will have to adjust how competencies are scored or valued in your company to ensure it suits the specific application in your company.

Ongoing Support

Whether your HR Assessment developer is creating an internal training program and helping you launch the assessment yourself or working with you throughout the process, you need to be certain of ongoing support. Anything can go wrong at any time, and a reliable company will admit to that and offer ongoing support to ensure you have the tools and structure to ensure long-term success.

HR assessments can fit into recruiting, development, performance management, and leadership planning, so the requirements and output of your provider should vary accordingly. However, if your provider is using science-based assessments with good support, personalization or tailoring options, and a reliable history of success, they can likely deliver the value you need.


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How to Use Emotional Intelligence to Become a Better Leader

Whether you’re leading a team, a department or a business, leadership isn’t easy. It often involves focusing efforts on managing not just your own behavior and output, but also that of your entire team. Using emotional intelligence enables you to apply emotional considerations to problems so that you can separate your own ‘gut’ reaction and respond with empathy, kindness, and consideration – which will in turn foster a better and healthier workplace.

As Daniel Goleman, inventor of the term explains, “It’s not that IQ and technical skills are irrelevant. They do matter, but… they are the entry-level requirements for executive positions”. Understanding and using emotional intelligence as part of your leadership style will make you a better leader by helping you to deepen your emotional understanding of yourself, your team, and how thoughts and actions impact success.

Actively Listen to Employees and Peers

Most people naturally spend time formulating responses while others are talking. If you’re upset or angry, you could be completely ignoring what the other person is saying. Taking the time to consciously listen and process what someone is saying, so that you are sure you understand their reasons and motivations, will help you to make better decisions. It takes time to learn to actively listen, but it will build empathy and trust inside your team.

Spend Time Around Other Emotionally Intelligent People

Spending time around people who show and use emotional intelligence can help you to develop your own. If the people you talk to are emotionally self-aware, calm under pressure, and able to use emotional intelligence for solving problems and resolving them, you will learn from them.

Recognize and Learn from Mistakes

Everyone makes mistakes and everyone benefits from treating self-improvement as a lifelong process. Working to recognize and admit when you make mistakes is one way to practice and use emotional intelligence to become a better leader. For example, let’s say that an employee turned a task around late, made an excuse, and help up the entire team. You get angry and you berate them in front of the entire team. You could easily see that this was not an emotionally intelligent way to approach the problem, even if the employee was at fault. Apologizing to them and asking what they would want to do to try to prevent being late on tasks in the future or offering help on the next big task would help you to develop as a leader, while building trust from inside your team.

Pay attention to your decisions, observe what goes wrong and why, and make sure you understand how your actions and reactions affect your team and their motivation.

Practice Empathy

Empathy is the practice of understanding and sharing the feelings of others. When someone is upset, it’s important not to blindly react, but to understand why. As a leader, emotional intelligence can help you to understand motivation, offer motivation, and compromise.

  • Pay attention to body language. Are people upset? Disappointed? Confused?
  • Respond to emotions. How can you alleviate concerns? Make up for disappointments? Provide motivation? For example, if your team working overtime, can you provide emotional motivation to do so?
  • React with empathy. For example, is someone late because of a problem? Can you react with empathy instead of “by the book”?

Empathy can help you to bridge the gap between being an intelligent leader and one who can build trust and loyalty with your team. Hopefully you can use these tips to integrate emotional intelligence into your leadership and become a better leader.


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5 Ways to Improve Emotional Intelligence

Emotional intelligence (EI) is an often-discussed leadership skill which is used by modern HR to identify candidates, manage promotions, and even develop employees into the leadership positions. It’s also a skill that can be learned over time, meaning that even if you aren’t innately emotionally intelligent, you can work to improve your EI.

These 5 ways to improve your emotional intelligence will give you a basis to begin practicing factors that make you emotionally intelligent so you can move forward, learn from your mistakes, and objectively look at what you are doing and why.

1. Keep a Journal

Writing out your thoughts and experiences is an important way to observe how you feel, reflect on your actions and why you took them, and determine if you could have taken better actions. Some people can easily manage this in their head, but most people benefit from writing out their actions, emotions, and why you may have felt that way. Daniel Goleman, one of the pioneers of EI suggests that you should understand what you are feeling in different situations, why you react in a certain way when something happens, and how you could react better.

However, you don’t have to journal out every experience. If you’re short on time, keep daily sessions short to one experience and write it out at the end of the day, or shortly after it happens. Tools like digital diaries can be practical here.

2. Learn Stress Management

Stress management and remaining calm under pressure are extremely valuable tools for EI. Learning stress management through tools like mindfulness, meditation, or sports can help you a great deal. For example, mindfulness works to help you focus your attention on the present moment rather than on anxiety and worries, which can help you to stay calm and react more positively, even under pressure. Other stress-management techniques like meditation, yoga, and even general sports can also help you to reduce general anxiety and learn to react better in the moment. Tools like HeadSpace and Oak can help you get started if you don’t have the time to attend a class in your area.

3. Take up a team Sport or Activity

Building teamwork will help you to foster an active understanding of what other people are doing and why, which you can take back to the workplace. If you’re already participating in teamwork outside of the office, you can begin to use it to actively pay attention to how things work together, why, and how interactions affect the whole team. Teamwork and emotional intelligence are a well understood phenomenon in both sports and in the office, but sports give you the opportunity to learn and fail quickly so that you can improve and grow without affecting your career or work output.

4. Practice Listening and Giving Credit to Others

Active listening and active feedback are two skills crucial to EI, but they are among the most difficult things to learn. Most people automatically go on autopilot when listening, either allowing themselves to form instant judgements without hearing the whole story or begin to formulate a response while the other person is talking. Instead, practice actively listening and paying attention and only answering after. There are plenty of active listening courses online but you can also often practice and pay attention to what you are doing. Similarly, giving active feedback will help you to boost your emotional intelligence. For example, if you notice someone struggling with something you can actively figure out why and help and complement them when they succeed.

5. Actively Put Yourself in Other People’s Shoes

Most people do things for reasons that are as complex and valid as the reasoning behind your own actions. Working to understand their motivations and the emotional decision making behind them. For example, if someone shows up late, ask them why and think about their reason. How would you feel or act in that situation? If someone is late on a project, why? Actively forcing yourself to look at situations as though you were in their shoes will help you to make more empathetic decisions, which will improve your EI.

If you’re ready to learn more, there are plenty of resources available to help you improve emotional intelligence. Most notably, you should consider reading some of the works of Daniel Goleman, one of the pioneers of emotional intelligence, or Travis Bradberry, who is largely regarded as one of the most important thinkers on emotional intelligence today.


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Competency-Based Recruitment: Interviewing Technique that Works

Please join us June 21 to 22 as we go over Competency-Based Recruitment: Interviewing Technique that Works. This two-day public seminar will focus on pre-interview preparation; developing questions and their value; the interview techniques that get specific, behavior-based examples of past performance; and the strategies that follow through on this process.

This workshop takes the behavioral interview even further with a discussion of communication techniques and the use of other types of interview questions.

Participants will learn how to develop a fair and consistent interviewing process, prepare better job advertisements, and create a job analysis and position profile. We will use traditional, behavioral, achievement-oriented, holistic, and situational interview questions to effectively interview applicants (including difficult ones).

The course will also go over costs incurred by an organization when a wrong hiring decision is made, essential communication skills, how to check references more effectively, and employment and human rights laws that can affect the hiring process.

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Course Outline

  • Session 1: The cost of hiring errors
  • Session 2: Why use behavioral interview techniques
  • Session 3: How to get the information you need
  • Session 4: Advertising guidelines
  • Session 5: Communication skills
  • Session 6: Writing the interview questions
  • Session 7: Defensible resume screening
  • Session 8: Developing an effective interview format
  • Session 9: Ethical and legal issues
  • Session 10: Interviewing techniques
  • Session 11: Asking questions and listening to answers
  • Session 12: Reference checks

The investment for this course is P8,500 plus VAT.

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About the Facilitator

Dr. Maria Vida G. Caparas is a Wiley-Certified Everything DISC Trainer and a licensed Psychologist.  She graduated Summa Cum Laude in her Ph.D. Psychology at UST.  She also obtained a Diploma in Public Management from UP Diliman as a government scholar.

Dr. Caparas is an Accredited Trainer of the Philippine Government with extensive and invaluable services in both government and corporate offices. She served as Vice President of HR in New San Jose Builders, Inc. In GMA Network, Inc., she wrote for Kapuso Magazine as Managing Editor. She also became the Dean of the Graduate School at the Manila Central University.

Currently, aside from serving as a Consultant for Profiles Asia Pacific, Inc., she teaches part-time at UST and De La Salle University.  She has authored four books in Psychology and Human Resource Management. Already a fulfilled academician and HR and OD practitioner, she has received a number of awards and recognition.


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Successfully Navigating the Gig Economy

This is a guest post from Dean Burgess. Dean is fascinated by business-minded people, especially entrepreneurs. He loves to learn about the start of their business journey and where they hope to end up.

Technology has changed the way we interact with each other, including how we earn income. Once, your money-earning choices were limited: either find a job working for someone else or go through the harrowing process of starting your own business.

The gig economy has smashed those two options into many choices that resemble self-employment but also retain some of the security and structure of traditional employment. These freelance and remote, gig-based positions provide opportunities for more people to earn money on their terms. The work is not for everyone, but for those willing to organize their lives and put in the work, a flexible and rewarding career is available to all.

The Origins of the Gig Economy

Although these jobs are part of the current economic buzz, the gig economy is not a new concept. The origins of freelancing go far back into the beginning of capitalism. Writers, artisans, and priests adopted a casual, part-time route to earning money in medieval times.

While it seems that writers and other similar jobs such as illustrators and photographers have always worked in less-formal employment arrangements, most jobs became formal full-time positions under a traditional employer-employee model in the 20th century.

Then, technology and lifestyle choices combined to create new options for those looking to make a buck. The number of people who are involved, in one way or another, in “side hustles” has reached 41 million, and it is projected that soon half of the workforce will have some connection to gig work.

From ride-sharing platforms to apps and sites that enable connections between those who want to work and those who need jobs done, technology has helped influence these numbers. People are able to work remotely in ways that were unthinkable just a few years ago. The cloud has democratized computing power and storage ability, allowing a laptop and an internet connection to replicate a full-functioned office for many people.

What Is Required for Freelancing Success?

Although technology enables these work opportunities, success requires more than just a laptop. Certain skills are in higher demand than others, such as computer programming and personal services such as pet sitting and dog walking.

Beyond these specific skills, general organization and management skills are necessary. Specific personality traits excel in gigs — you need to be outgoing, risk-tolerant, and self-motivated. When freelancing, you don’t have a boss to drive you, so you can get lost in your deadlines if you do not structure your day.

Learn which skills and behaviors you and your team needs to excel.

Freelance success also requires financial responsibility. You can bring in a large amount of money one week, then nothing the next. Budgeting your income is key; no matter how successful you may be, your cash flow will often be erratic. Financial management is important also because you will be responsible for tax withholding as self-employed.

Creating a Life-Work Balance

While freelancing offers flexibility that many desire, some can find that a too-relaxed atmosphere can lessen their productivity. On the other hand, some remote freelance workers can find that they get fused to their work and never have a break. A sustainable career sweet spot lies somewhere in the middle. One way to maintain a healthy balance between working from home and living a normal life is by setting up a well-organized home office.

Ideally, your home office should be a separate room or area from your house. You’ll need a sanctuary of sorts to handle all of your work. Keep the room or area well-lit and stocked with all the things you need to get your job done.

Once you have a good office setup, it’s a good idea to set office or working hours for yourself. Otherwise, you will find yourself either neglecting work or spending too much time working, risking burnout. If possible, try working outside of your home office once a week or so. This will help fight isolation and can help with business networking.

The gig economy presents several opportunities to make money on your own terms. With some planning and consideration of a home office and organization of your day, you can easily set yourself up for freelancing success.


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Organizational Assessment: Diagnosing Problems and Proposing Interventions for Effectiveness

Join us from June 14 to 15 as we discuss Organizational Assessment: Diagnosing Problems and Proposing Interventions for Effectiveness. This two-day seminar-workshop will identify the drivers/core factors that contribute to an effective organizational assessment (OA), major issues that affect an OA, planning, implementation, reporting and communication of OA results, and how to apply what you learn.

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Organizations are considered biological organisms that need to continually grow, learn, adapt and innovate. In this regard, organizations should have a better understanding of themselves, their own performance and address their strategic issues and concerns, and ultimately improve their performance.

Organizational Assessment is often used as a diagnostic process or the starting point for planning and implementing internal changes and/or strategic planning within the organization. It can also be used as a communication tool to dialogue with the organization’s stakeholders, both internal and external.

Organizational Assessment is common to all organizations who want to grow in excellence, taking into account that ‘Excellence is never an end in itself.’

Course Outline

  1. Why Conduct an Organizational Assessment
    1. How Ready Is Your Organization?
    2. How Long Will It Take?
    3. What Should Be Prepared?
    4. Who Will Use the Results?
    5. Who Should Conduct the Process?
    6. What’s the Best Way to Manage the Process?
    7. What Issues May Arise During Pre-Planning?
  2. Planning a Self-Assessment
    1. Identification of the Need for Assessment, Significance, and Importance
    2. Organizational Assessment Framework: Variables, Indicators
    3. Specific Objectives, Scope, and Limitations
    4. Organizational Assessment Design and Methodology
      1. OA Population/Sampling Design
      2. Data Collection Methodology and Instruments
      3. Data Processing and Analysis
    5. Communications and Addressing Issues
  3. Conducting a Self-Assessment
    1. Collecting the Data
    2. Analyzing the Results
    3. Report Writing
    4. Communicating the Results
    5. What Issues May Arise?
  4. Diagnosing the Performance of the Organization

The investment for this course is P8,500 plus VAT.

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About the Facilitator

Dr. Rosario Alzona, or Dr. Cherry, holds a Master’s Degree in Statistics and Ph.D. in Organizational Development. She is an accomplished Organizational Development professional with almost 20 years of experience in diverse work environments.  She has varied experiences in organizational assessment, OD intervention design and implementation, learning and development and process/procedure design and development.Dr. Alzona has taken various Information Technology and OD Consultancy projects with several Consulting firms and has taught for ten years in the Graduate School of several universities and colleges in diverse topics of management and leadership. She is a frequent speaker at various seminars and workshops with topics on Leadership, Team Building, Organizational Assessment, Strategic Planning, Change Management and Appreciative Inquiry. She is a High-energy Trainer and Creative Facilitator, skilled in guiding learners through engaging breakthrough learning opportunities.


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How to Measure Core Competencies in Employees

Integrating a competency framework into an organization is one way to improve productivity and create a model with which to measure not just what employees are doing, but how they are doing it. However, before competency frameworks can become valuable, you must have the tools and internal organization to monitor and measure core competencies in employees. This will allow you to determine how employees match up to expectations, rather than simply telling them and checking during end-of-year review.

Top Down Competency Monitoring

Each individual manager must be responsible for monitoring and measuring the competencies of those who work beneath her. Organizing a top-down structure of competency management allows you to put monitoring in the hands of those who work closely with each person on a daily basis.

Managers already do this to some extent, by paying attention to what individuals are producing. Adding competency management simply creates a new level, switching focus from “what” to “What and How”.

Communicating this, as well as what they are looking for in each role, and how to record it, is important for ensuring core competency measurement across the organization.

Measuring Core Competencies

The basis of recording competency data is that managers, their managers, and their managers, must record total behavior and performance during significant incidents, average day-to-day behavior and performance, and total behavior including both positive and negative reactions. Creating role-based competency frameworks then allows managers to map individual behavior to ideal targets.

Identifying Core Competencies

Without a competency framework in place, managers cannot measure employee effectiveness. They must have a framework at an organizational and a role-based level, identifying knowledge, skills, and behaviors that contribute positively to the organization.

Observing

Employees must be observed objectively and without bias, so that only their specific actions and behaviors are recorded. Most competency measurement begins by recording average behavior, and then settles on recording behavior during crucial moments such as during large projects, moments of stress, etc., and then any marked changes from standard behavior. Providing managers with a template or program to record this data into is essential.

Measuring Significance

It is important to measure the significance of incidents and behavior changes. For example, if an employee is performing poorly, but have recently been involved in an accident or lost a loved one, the change could be marked up to trauma and not to a change in personality. The significance of changes in behavior can also be mapped according to the impact that behavior has on output, on other parts of the organization, and on customers.

Benchmarking

By identifying the normal behavior for individual employees over time, you can benchmark their data to create standards based on behavior. This will then allow you to identify over and under achievers inside the same role, to identify personal improvement in individual employees, and to mentor and improve others to reach the same standards.

Measuring core competencies allows you to better assess and develop individual performance by defining how successful work is completed. This in turn allows you to recognize, develop, and reward that behavior.


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Developing Targeted Employee Training with a Competency Framework

Training employees can deliver value by building internal resources and capabilities, increasing the value and productivity of the workforce while improving employee loyalty to reduce turnover. Training programs can also work to cover gaps, prepare existing employees for changing roles, and ready candidates for succession.

Competency frameworks refine this process by identifying goal and target behavior– as well as which learnable behaviors and skills actually impact roles. This process is known as capability building, where you manage and learn employee development as part of workforce planning.

Changing Focus from Activity to Effectiveness

Traditional employee training and retraining modes rely on activity. These models often fail to evaluate learning and development, simply because they lack performance targets and data.

A competency framework identifies the behaviors and actions that contribute to success in a role. By identifying skill and behavior competencies, and tracking them to direct success, you know not only what to work on teaching but also how to see when training has succeeded and when training is contributing to positive business outcomes.

Targeting Learning Where It Matters

Competency frameworks also allow you to target learning, by meeting specific learning and development needs, rather than introducing a single broad course. For example, you can target specific employee roles to deliver valuable training while leaving others to study something more valuable to their role. Common competency framework-based training includes:

  • Employee development
  • Skills development with systematic exposure to work experiences
  • Orientation activities and training
  • Continuous learning for employees to ensure skills remain relevant
  • Using experienced workers in the role of mentor or coach
  • Offering lifestyle management and development such as stress and time management to improve productivity and behavior
  • Aligning new initiatives with organizational planning to ensure employees are ready for changes
  • Breaking down cultural barriers to improve cross-organizational communication
  • Building training around business applications rather than the classroom

Targeting individual training based on the competencies desired in that role now and in the future, such as training an IT team in a new software the company is integrating before it is integrated, or training customer service in customer relationship management, benefits both the organization and the employee. Their skills become more relevant and they are therefore more valued and more employable, and the organization improves total output and productivity.

Creating an Environment in Which Employees are Encouraged to Learn

A competency framework creates a system which you can use to accurately gauge what employees have to learn and why. It also creates a framework which you can use to measure the success of training and learning, not with employees passing tests, but with changes in measurable behavior that actively contributes to the organization.

This means that learning should encompass not just hard skills, but also leadership (personal and leading others), values, attitudes, behaviors, being in the workforce, hard skills, and internal systems and processes.

Basing training on a competency framework makes it possible to target goals and specific desired outcomes for individual roles – enabling you to bring individual groups of people where they most need to be to meet the company’s needs, including to deliver specific skills in a short period of time and to slowly develop candidates for larger roles over longer periods of time.


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Emotional Intelligence and Leadership: Measuring Both with a Competency Framework

term was coined as recently as 1990 by John D. Mayer of UNH and Peter Salovey of Yale, emotional intelligence and its impact on leadership and communication is now well understood. Unfortunately, many organizations lack the tools, or more accurately, the parameters, to measure whether leaders are showing emotional intelligence.

What is Emotional Intelligence in Leadership?

In 1995, Daniel Goleman brought emotional intelligence to business, with a book of the same name. His theory, which was rapidly adopted by businesses across the United States, was that the ability to understand your and others’ emotions, was a valuable and even necessary skill for leaders and people management.

He hypothesized that a good leader must show emotional intelligence through 5 traits including self-awareness, self-regulation, motivation (passion beyond money and status), empathy, and social skills. Armed with these 5 emotional skills, a leader could surpass those showing any level of technical skill or intelligence by guiding employees, building bonds with those he’s working with, and establishing better trust and communication.

Why? Leaders have to guide and move people. Being good at what they do is not enough to motivate and inspire others. Emotional intelligence bridges that gap.

Measuring Emotional Intelligence

While emotional intelligence has traditionally been difficult to measure, competency frameworks give you the tools to recognize which behaviors positively influence a role, and how they do so. By creating a framework of what success looks like in a role, you can actively measure when leaders are fulfilling those obligations.

  • Self-awareness
  • Self-management
  • Emotional self-control
  • Adaptability
  • Achievement orientation
  • Helping others to succeed
  • Positive outlook
  • Empathy
  • Organizational awareness
  • Influencing others
  • Coaching and mentoring
  • Conflict management
  • Teamwork
  • Inspiring others
  • Leadership

How Emotional Intelligence Impacts Leadership

How do these competencies play out in a real-world situation? The simplest idea is that a leader is managing a team. Let’s say she assigns a large task to one person who says they can take it on. The task has a hard deadline but the employee assigned to it is struggling and says so.

Option A: The manager gets angry, if they couldn’t do it why did they say they could, does the work themselves and turns it in by deadline.

Option B: The manager reviews the situation and gives the employee guidance, encouraging them to complete the task. The manager offers some assistance from another employee, available on demand to ensure the project is completed on time. The employee uses the advice to finish the job on time and is extremely motivated by their finishing it

In these scenarios, both achieve the same result. The project is completed on time. But, option B is significantly more beneficial for organizations because it a) allows the manager to continue doing their own work not the employee’s, b) motivates and inspires employees c) builds employees up rather than tearing them down.

Similarly, if employee information were changed, and the employee goes to the manager to say that his wife was in a terrible car accident, he’s stressed and would like to go stay at the hospital with her instead of finishing the project. A leader might say no, the project needs to be done and you volunteered, it’s a tight deadline and there’s no time to move it to someone else. An emotionally intelligent leader would do everything in their power to move the work to someone else or do it themselves – building employee loyalty, ensuring the quality of the project, and motivating the employee for future projects.

So, emotional intelligence allows leaders to make choices that actively benefit the organization in the long-term.


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Organizational vs. Technical and Behavioral Competencies

If you’re introducing a competency model or framework into performance management and hiring, it’s important to understand organizational and technical or behavioral competencies. Each have an important role in your business, and are crucial for hiring and performance management. But, each must be measured differently in order to properly manage performance.

What are Organizational Competencies?

Organizational competencies are core competencies defining what the company does best and how it expects that to be accomplished. Most organizations define 15-25 competencies that define how employees are expected to act as a whole, and common traits that everyone must have in order to succeed. These remain the same across the organization.

Common organizational competencies include:

  • Agility
  • Communication
  • Problem-solving
  • Integrity
  • Customer centricity
  • Strategic perspective
  • Resilience
  • Innovation
  • Teamwork
  • Personal leadership

These traits define a culture of behavior and competencies which ensure that employees are able to meet the behavior and competency expected by the company.

Technical and Behavioral Competencies

Technical and behavioral competencies, also known as individual competencies, must be defined on a role level and applied to individuals. These competencies define the skills and behavioral traits required to succeed in individual roles and must be defined accordingly.

Here, you define both technical competencies or hard skills and knowledge and behavioral competencies, such as behaviors and traits that allow a person to be successful.

Technical Competencies – Technically competencies are what a person can do. They define hard skills, specific knowledge, and what a person can do. For example, an IT role would need someone with a strong knowledge of system security, specific software or platforms you use, and so on. But, they would also need specific behaviors if they were to be successful in that role.

Behavioral Competencies – Behavioral competencies define how an individual performs in their role. Organizational competencies are broad and high level, but behavioral competencies define individual behaviors that apply to the role. For example, an IT person might need attention to detail, empathy, quick-thinking, problem solving, and a good memory to be able to perform well in their role.

Defining competencies and how they apply to both the role and the organization is a crucial part of developing a competency model. Both are important, but in different ways, and each are crucial to a good competency model. Individual competencies must be defined as technical and behavioral and organizational competencies must apply to every employee across the company.


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