Category Archives: Learning and Development

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Benefits of online learning and development for your team

The ongoing COVID-19 pandemic has disrupted businesses of all sizes all around the world. Many teams have shifted to working remotely, or not at all. During this time, it’s important to give your team the same learning and development opportunities to continue investing in their careers and performance.

Although maximum productivity shouldn’t be demanded from your teams in these trying times, online courses and remote work can do much to help your company continue to operate smoothly and level up.

3 Benefits of online learning

Stay productive

Continuing to learn and get exposure to new ideas can help teams of any size, from any industry, stay productive. Online learning means this can be done from the comfort of your own homes, which is especially important during the city-wide quarantine.

Level up even out of the office

Many managers have expressed concern about their teams not being used to working remotely, and wasting company (and their own) time struggling to find busy work. However, there’s a better way to invest your time when you can’t get into the office – level up your skills to ensure better performance either at home or once work is back in session.

Support satellite teams

The world isn’t going to be forced to stay remote forever, but offering online education can help businesses show they’re ready and willing to invest in all of their teams – even the satellite teams located far away. Online learning and development courses helps level the playing field, and gives your entire company access to the same resources, regardless of whether they live in the metro area or distant provinces.

How to get started

Profiles Asia Pacific has launched our Learning Management System (LMS), an online platform that provides e-learning services through online courses.

The programs are open to students, employees, managers, independent professionals, and anyone else who would like to increase their knowledge and skills.

During COVID-19, the most obvious use of LMS is to continue leveling up your teams despite not being able to go into an office. However, LMS is useful for many different scenarios as well, from schools that want to offer online courses, to businesses that want new employees to onboard with a certain set of skills.

You can use LMS for the following:

  1. Employee Training – Training employees for their professional and personal growth is a priority for individuals who want to advance in their careers. We offer various online courses on technical skills to essential skills that will surely benefit the employees and their companies.
  2. Employee Orientation – The on-boarding of an employee is one of the most important tasks of HR. Make sure to not miss any point by orienting them through an online course. Briefing them and introducing them to everyone in the office is still important, but avoid repetitive introduction to the processes of the company. They can also have a post-assessment afterwards to ensure retention.
  3. Knowledge Retention – Did you know that after attending training sessions, many participants only remember 20% of what they learned? Break away from this by establishing repeated recall of information through online courses and tests that will give you results immediately.
  4. Online classes – The use of LMS is not limited in industrial institutions, they can also be utilized by schools! For intuitive learning, learners may attend to their classes by professionally-made courses.

What are the benefits of using LMS?

  1. Highly Accessible – Access the courses you are enrolled to anytime, anywhere!
  2. Cost and Time Efficient – Move your training online. Online training removes the need for travel and venue costs and often lowers facilitation costs too. For onboarding, you can save time for employees to attend to other concerns in the company and let them learn about the ropes in the company at their own pace.
  3. User-friendly Interface – A comprehensive manual will be sent to you so you can have the best learning experience. A technical support team is also readily available for your queries.
  4. Multi-media Learning – Enjoy enriched learning with intuitive videos and images to cater to your learning style.
  5. Track Learner Progress – real time reports and updates on the progress of each learner
  6. Improve Performance – Acquiring new skills and knowledge can improve the performance of your employees.

If you are interested in getting e-learning courses for your organization, please fill in this form, or contact People Dynamics Inc. at (02) 8637 8770 loc. 115 or info@peopledynamics.co to schedule a free demo. In light of COVID-19, we’re offering select businesses free use of the entire thing for the next 30 days.


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What Makes a Top Employee? Utilizing Profiling and Performance for Hiring and Training

Whether you’re in a recruitment phase, working to develop internal employees, or attempting to upskill key elements of your workforce, it’s crucial to be able to identify individuals who can benefit from and excel in roles and during development. Job and success profiling, performance management, and employee assessment are key ways to do so, because you can use this data when hiring, when choosing candidates for succession, and when choosing candidates for internal development. Most importantly, identifying what makes a top employee will allow you to invest into employee development in directions that directly benefit your organization.

Job and success profiling, performance management, and employee assessment are key ways to do so, because you can use this data when hiring, when choosing candidates for succession, and when choosing candidates for internal development. Most importantly, identifying what makes a top employee will allow you to invest into employee development in directions that directly benefit your organization.

Success Profiles

Success profiles create a holistic overview of what success looks like in a role. Unlike competency frameworks or modeling, they look at the complete overview of an individual’s history, knowledge, competencies, and personal disposition. This is extremely useful when determining what sort of person you’re looking for in a role, because it tells you the ideal complete profile for your candidate. You can think of success profiles as something of a complete overview of everything that goes into making a top employee, which means that having a good one hinges on having a quality competency framework, assessment, and validation in place.

Competency Framework

Your competency framework defines the behaviors and ideals or other soft skills that add value to a role, to the organization, and to your future goals. This allows you to prioritize behaviors for the organization at a broad level, and then adjust and focus specific behavior and soft skill requirements for individual roles. For example, your competency framework allows you to define which behaviors allow an individual to succeed in your organization as a whole which will allow them to move across roles and up through leadership. You can use this to hire individuals who can succeed in their role now, as well as in any role their position takes them to as part of your organization.  

Integrating Assessment

Assessment should be part of both long-term performance management and part of short-term recruitment. You should know how individuals are performing and why as a long-term thing. For example, if a few individuals consistently stand out in performance management, you want to know why. Integrating role assessment and performance assessment at a level that it can track success to specific factors such as an individual’s hard or soft skills, their emotional intelligence, or their dedication to continued growth will allow you to look for those traits in others.

Validate Results

No matter where you get your data, it’s important to validate it against both existing, current, and future results. For example, if you collect data showing that individuals who are very emotionally intelligent and extroverted are better able to excel in a specific role, you would want to validate that before basing all your hiring decisions on those factors. You’d want to ensure that the success of those individuals wasn’t based on other factors, that those are the only factors contributing to high performance in those roles so that you don’t rule out other very good candidates, and that your data is actually correct. While validation helps you to confirm your results, it can also help you to improve the quality of results by finding elements and considerations you hadn’t noticed before.

Identifying top employees is a process of identifying what performance you’re looking for, what contributes to that performance, and how those behaviors work and operate in a role and when individuals move between roles. This process allows you to see which individuals are likely to succeed, where they are likely to succeed, and why, so that you can make critical decisions regarding employee recruitment, development, and promotion.


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How to Measure a Good Employee Training Program

Employee training is increasingly important for organizations who use internal programs to foster desired behaviors and culture, to offer perks and benefits, and to create change, whether towards goals or to help in leadership development. If you’re in the process of choosing and implementing a new employee training program or want to ensure existing ones are meeting standards, you need measurement processes in place.

This will require setting standards, typically either through setting realistic goals and expectations, or based on developer promises and measuring their impact and results across your organization.

Set Needs and Goals

Measuring the quality of a training program requires first identifying what it is for, what the total estimated benefits are, and what you need most from it. This is important because it allows you to track real ROI based on which items are adding value and which are “nice to have.”

For example, if you’re implementing a training program to introduce emotional intelligence with the key goal of improving workplace communication but you don’t see that go up, the training isn’t as successful as you’d like, even if other metrics go up. Identifying key goals means establishing the business need or result you expect or want to see from the program and working from that point.

Identify Key Metrics

Key metrics or KPIs should track directly to results you can achieve from your program and should function as indicators that your training is working. They also have to account for variables in work and the workplace, especially when measuring success at an individual level.

For example, if you were creating an employee assessment program to determine the level of success of a customer service training program, you would have to account for a lot of variables. You also have to work to ensure that KPIs don’t reflect items such as new employees coming in, who haven’t necessarily taken the training.

How can you set KPIs?

  • What are the desired outcomes of the training?
  • What behaviors should the training result in?
  • How do those behaviors manifest in work?
  • How do those behaviors manifest in productivity?
  • What about communication?

If you can take measurable data such as work performance, how work is completed, and so on to create KPIs, you can gauge the actual value of your training.

Put Measurement Protocols in Place

Collecting KPIs is often a complex process of connecting with employees, with their team leaders and managers, and surveying employees as a whole. It’s also important to benchmark data before a training program, to ensure that you can show when a training program has no results.

Organizations often rely on a range of measurement protocols including surveys, polls, competitions or games, and data-mining based on actual work completed. This may involve directly interviewing managers and team leads, asking individuals questions, and evaluating performance on the work floor. Here, many organizations will use specific evaluation models, like the Kirkpatrick Model. This model evaluates individual reaction, learning, behavior, and results, based on targeted goals.

Training programs are increasingly popular, with an estimated 14% year-over-year growth in the United States alone. However, you need to be able to measure results, so that you can track efforts, streamline programs to offer more focused training, and follow up when a program doesn’t have the full intended effect.


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How to Select the Right Candidates for Leadership in Coaching Roles

Developing an internal leadership pipeline is crucial for filling gaps, scaling, and ensuring that new leaders will meet the needs of your organization. This is especially important for coaching roles, where candidates need more than just leadership ability, they need a high level of emotional intelligence, adaptability, and a willingness to teach and learn on a one-on-one basis, rather than simply guiding their team or branch.

Here, you can choose to select new leaders internally or externally, but internal development will give you more control over the skills, behaviors, and competencies of the individual in your environment.

Creating a Success Profile

Assessing competencies and performance in coaching roles will enable you to develop success profiles for those roles, so that you have a picture of what good work looks like in that role. Here, you should work with external assessment centers, who can merge their own external research with internal surveys to determine which behaviors and characteristics are needed in your specific roles, and for coaching.

You should look for factors such as:

  • Willingness to learn
  • Communicative and outgoing
  • Self-motivated
  • Empathetic
  • Adaptable and creative
  • Able to build rapport and trust
  • Able to communicate ideas well
  • Good at their role and able to learn

Creating performance models in this way allows you to identify which traits or behaviors are trainable, which are more difficult to train, and allows you to assess how existing employees align with those models.

Look for Emotional Intelligence

Emotional intelligence or EQ is important in any leader, but more so in a coach. Your coach has to recognize the emotions and emotional reactions of the people beneath her, learn to recognize when others are struggling, and figure out how to encourage them to solve their own problems. This requires a great deal of emotional intelligence.

If you’re developing internally, you can select candidates who show other desirable traits such as EQ and leadership skill and work to develop both.

Choose Individuals with Good Time and Priority Management

If someone meets all of the points in your performance model but time and priority management, they likely won’t be a good candidate. While you can train both aspects in, an individual in a coaching role needs to be able to manage time and priorities so that they make time for coaching. Even if they are largely coaching new hires, they have to see it as much a part of their job as day-to-day work.

Once you’ve chosen internal candidates, you can begin to prepare them for their future role as a coach with direct training, by broadening their experiences outside of their specific role, and by exposing them to other coaches. Clearly communicating expectations, what good coaching looks like, and performance guidelines for the role is also important, especially once new leaders are moved into their coaching roles.

Ability to Switch Priorities

One of the most important aspects of choosing a leader for promotion is to ensure they can adapt to new responsibilities. In technical roles, individuals are responsible for completing work. When they become a leader, they are responsible for helping others to complete work. Making this massive switch in mindset requires significant adaptability, meaning that not everyone can make the shift.

Coaches add value to organizations in dozens of ways, by encouraging key people, by building skill sets, and by helping people to solve their own problems and manage their own growth. This applies both when you are building coaches as a role inside your organization and implementing coaching as a responsibility of leadership. Choosing leaders who already have what it takes to be good coaches will help you in this goal.


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Creating a Culture of Coaching

Coaching is an extremely valuable tool that can help you to train new leaders, balance weak points in skills and behavior, and bring new people into your company culture.

Coaching, or one-on-one training, typically through both example and advice, will help employees to build themselves at every level, and it is something that will benefit your organization.

At the same time, fostering a culture of coaching, where individuals automatically reach out and help others, automatically receive coaching on entering the organization, and are able to reach out for that support as needed, can be difficult.

Ultimately, investing in coaching skills will pay off across your organization.

Who Should Know Coaching?

While nearly everyone in your organization can benefit from learning coaching skills, it’s most important that your leaders and managers develop these skills.

Team leaders and project managers should be able to step up to help anyone who is struggling, should be able to respond to negative employee assessment, and should be able to help individuals improve weaknesses to meet expected or desired behavior/skills profiles.

Instilling a culture of coaching across a larger percentage of your organization is also beneficial. Peer coaching is extremely helpful, especially in one-on-one situations where feedback is beneficial (nearly all situations).

Here, you can consider coaching as including behavioral elements such as giving and receiving feedback, supporting and expanding on someone’s thinking, challenging performance and pushing for excellence, and engaging in short but impactful conversations. As you can probably guess, this is beneficial at every level of an organization.

Assessing Coaching Culture

The first step to determining how to create a culture of coaching is to simply determine what you already have. This can range from a great deal to very little and will often rely on other specific factors such as emotional intelligence, behavior, and introversion/extroversion of you workforce.

You can create a specific assessment for coaching or use existing employee assessment data alongside quick surveys asking for information.

  • How well is coaching understood?
  • Is coaching implemented in talent retention?
  • Is coaching actively used to develop competencies in-line with performance models/benchmarking?
  • Is coaching embedded into existing processes and policies?
  • How effective is existing coaching?
  • Do individuals have a mindset of helping and guiding others?

Once you know where you’re starting, you can create a training program to begin to tackle gaps and create your culture of coaching.

Introducing Change as a Positive

The largest barrier to introducing coaching as a culture is typically related to change management. If people think that they are too busy, the organization is too high-demand, or they simply don’t have time to adopt coaching, they won’t do so.

Address coaching as part of individual responsibilities, make it part of their role, and make time for it, even in top leaders.

Bring on External Coaches

Learning by example is one of the most important elements of coaching. Bring on quality external coaches to teach coaching to internal people. This means using selection criterion so that your hired coaches act as positive examples inside your organization, while teaching the skills you need.

Your coaches should be able to:

  • Utilize assessment tools to build on employee strengths and cover weaknesses
  • Help individuals achieve career goals
  • Build collaboration and emotional intelligence across teams
  • Address problems as they appear
  • Offer custom help and roadmaps to individuals in need of support

They should also be able to act as an example as you develop internal coaches and coaching skills across your organization.

Align Your Organization

When you introduce training and workshops or even mentoring and coaching to foster coaching across your organization, it’s important to ensure your organization is aligned with new information. This means creating policies and processes that support coaching.

  • Are coaching skills reviewed during performance review?
  • Are managers and leaders given support to be good coaches?
  • How are coaching skills embedded in needed competencies? Is coaching reflected in needed competencies?
  • Do you reward coaching?
  • Do job descriptions and roles include coaching? Do they make time for coaching?
  • Is coaching part of your onboarding process?
  • Is coaching part of your leadership pipeline?
  • Is coaching or are coaching skills included in leadership and promotion criterion?

Creating a support system to remind, reward, and promote coaching will help individuals to develop it. In addition, offering training, backed up by good examples and further coaching, will help individuals at every level to adopt coaching as part of their mindset. And, when leaders adopt coaching techniques as part of management, they will push that on to their teams.


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How to Upskill Employees

Today’s technology moves at a rapid pace, with newer, better, and often simpler tools constantly replacing older iterations. Companies like Uber and Netflix are redefining how we do business, freelancers and flex-workers are replacing traditional job-roles, and even the basic functions of life such as banking is changing exponentially.

While the most obvious results of rapid change don’t include how we work, those changes naturally extend to employees and their skills. Rapid change necessitates that old skills will become irrelevant, new skills will be required, and knowledge which was previously crucial is no longer so.

Individuals must continue to grow and change if they are to keep up and remain relevant and valuable in their organizations. Upskilling employees is also about talent retention and reducing turnover, individual and personal development, and developing individuals for new roles and leadership positions. While there are many ways to approach it, the following tips will help you upskill employees in ways that are meaningful to your and their goals.

4 tips to upskill employees

Develop a Culture of Coaching and Mentoring

Most people learn best through coaching and mentoring, where leaders directly involve themselves in helping those they work with to succeed. Here, your goal should be to empower leaders to recognize and directly work with individuals on their teams to coach and mentor them to choosing career paths, improving productivity, changing work patterns, and adapting to new technology. While the nature and goals of mentoring will obviously change depending on your organization, the employee’s level within your organization, and their ambition or career path, it’s an important aspect in any employee upskilling. Managers should provide coaching and support in every setting.

Identify (Up-and-coming) Skill Gaps

While completely retraining individuals is reskilling rather than upskilling, you can work to identify up-and-coming skill gaps and move existing employees into those gaps. For example, if you know that your communications department will switch to a new content management system in a year, you can begin training employees to that new system now, so that their skills remain relevant when the new system is introduced. Similarly, if you’re switching to developing for iOS instead of just Android, you could move developers into training to learn Swift. Ensuring that your employees retain relevant skills for your tools, software, and work-methods is an important part of upskilling.

Invest in Personalized Training and Development

While upskilling must benefit a large number of employees across your organization, it pays to invest in personalization and individual development. For example, if you offer something broad and generic, like an organizational-wide digital course, you’ll likely have relatively low engagement. On the other hand, if you invest in a larger number of courses, help individuals to choose a series of courses that benefit their career goals and paths, and supplement where needed or beneficial for specific individuals, you can drive a much greater level of engagement and motivation.

Create Development Opportunities

Developing leaders, senior technicians, and individuals for new roles is always best-done from within an organization. Here, your goal should be to identify individuals with potential and work with them to ensure their ambition and career path align with your needs and then develop them to that point.

Development opportunities should include assignments, classroom learning, and on-the-job learning, so that individuals have the opportunity to fully prepare themselves for whatever role they will be stepping into.

Upskilling employees is important if you want to keep individuals relevant and valuable inside your organization. While it will require investment in mentoring, training, and learning opportunities, upskilling will also prevent you from creating skill gaps, will prevent the need to fire employees as their skillset becomes less relevant, and will save you money on recruiting. In addition, driving personal development and skills will help you to create more value for the individual, driving engagement and talent retention in your organization.


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Team Vs. Individual Training: Pros and Cons

Whether introducing new work methods, new skills, or working on development, choosing the right training methods to deliver new ideas is important if you want to ensure proper adoption and absorption. You will often deliver the same information to a group of individuals, which can lead to choosing between delivering training in a group or individual format.

While both options have their pros and cons, you can typically review each on an individual basis to choose the best training option for the material being presented. Understanding the pros and cons of team and individual training will give you a good basis to make that decision so you can choose the best training for each situation.

Team Training

Team or group training is one of the most common ways to push information to a large number of people, because most can conveniently learn together under a single teacher or coach.

Pros of Team Training

  • Groups learn tasks together and complete them together. Some studies show that social factors influence learning, resulting in greater retention learning skills, which are later utilized with the same groups
  • Groups learn together, reducing time-investment and costs
  • Teams can give each other input and feedback, increasing learning opportunities

Cons of Team Training

  • Entire teams will be pulled off work at once
  • Social camaraderie can get in the way of topics everyone is resistant to by reinforcing resistance
  • Individuals who require special attention or different learning methods may not receive it

Individual Training

Individual training or one-on-one training is typically the process of using a mentor or coach to teach a specific skill or behavior to an individual, to coach them, or to work on development on a one-on-one basis.

Pros of Individual Training

  • Individuals can easily receive personalized attention, curricula, and coaching to ensure that they have everything to do their best
  • The individual’s specific barriers and obstacles can be approached and tackled by the coach or mentor
  • Curricula can be tailored to meet the individual’s current knowledge, learning speed, and adaptability

Cons of Individual Training

  • Can be time-consuming and expensive
  • Individual training does not facilitate the same group/social retention of skills
  • Individuals who learn alone may not work as well in teams as individuals who learn in teams

Choosing Team or Individual Training

Both team and individual training methods have their benefits, so you shouldn’t disregard either. Instead, it’s better to choose a training option based on the information being pushed, the purpose of the training, and how that information will be utilized.

For example, if you’re working to introduce a new project management platform to a team and want them all to get onboard, group training definitely makes the most sense. This remains true whether you’re teaching skills or behaviors like Agile, which will be used as a team. On the other hand, if you were working to develop an individual into a leadership position, individual training might be a much better option. Similarly, if you were training one person to take on a new role and they were working alone, it might be better to approach training on an individual basis.

In most cases, both team and individual training are effective. However, you may find that using team training as a baseline for most skills is a good idea, which you can then follow up with individual coaching.


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Want to be a good manager? Don’t stop learning

Today’s world of fast-paced innovation and change often necessitate rapid changes, adaptability, and agility. This is evident in changes to technology and software inside many organizations, but often overlooked when it comes to the most important resource in any company, people. As a leader inside an organization, it is crucial that you be able to adapt and move forward at the same pace as the organization and the world around you, adopting a mindset of continuous learning and innovation.

As a manager and leader, your role involves not only guiding your team or teams but also setting a good example, bringing new ideas and concepts to the team, and using every resource to build on the productivity and value of the people you are leading. Continuous learning is an important strategy for your, your team’s, and your organization’s success.

More than Just a Degree

While degrees are valuable and essential in most business management environments, they often aren’t enough to set you apart. Nearly half of all millennials have a minimum of a bachelor degree, which is often centered around information which is subject to change. Good management involves understanding new processes, leadership methods, and tools as they come in, mastering software and tools made available to you by the organization, and hopefully having at least a basic understanding of the technical work being completed by your team. This can require a significant amount of learning, including familiarizing yourself with the technical requirements and capabilities of graphic design, coding, and other technical skills if you don’t have that already.

An Attitude of Continuous Learning

Self-help expert W. Clement Stone recommends studying and/or reading anywhere from 30 minutes to two hours per day to foster a mental attitude of continuous learning and adaption. Continuing to challenge the brain with new information and input, to think, and practice memorization and learning techniques works to keep your thinking skills sharp, which will also aid your performance in the workplace.

Fostering Adaptability

Continuing to learn works to foster neural and synaptic plasticity in the brain. This means that the brain is more adaptable, more open to change, and more easily takes on new ideas and tasks. Continuous learning will put you in a mindset where you can approach new ideas with natural and intuitive creativity and flexibility, where new tools and ways of working are challenging and interesting, and where you can quickly change how or where you work to be productive. This will pay off as you move into the workplace where changing software, multicultural environments, flex work, and even remote workers are all becoming the norm.

Today’s workplaces are diverse, often multilingual, and may even span multiple offices in several countries. Learning will help you to develop adaptability, to move more easily between cultures, and to add value in any environment which you are in.

Staying Relevant

Modern technology and software change extremely rapidly. Keeping up requires constantly learning and doing new things. Trends and automation are continuing to replace certain skillsets, while creating a demand for others. Evaluating your work environment and the skills likely to change and adapt based on technological and business trends will give you a good idea of what you should be learning and why to stay relevant. This also applies when your current role is phased out or you move to another company, which may value new and different things.

For example, automation is a massive change coming to nearly every industry, and one that will become a significant economic force by 2020. Learning how it will affect your time and priorities and determining what will be necessary as your job moves forward into this new environment will help you to set priorities for learning so that your skills continue to remain relevant and valuable inside your organization.

Increased Confidence

Constantly learning will make you feel accomplished, more able to take on new ideas and things, and therefore more confident, even in emergency situations. While this won’t happen immediately, you will see it over time.

People are the most valuable resource in any organization, and as a manager, your leadership and guidance influence that. Learning and continuing to grow yourself will help you to be a better manager, not only by improving your skillset and helping you to develop and move forward while potentially inspiring others in your team to do the same. At the same time, it’s important to recognize that not all learning needs to be job related. Reading, learning crafts and hobbies, studying how processes work inside your organization, and nearly any other type of learning will foster the cognitive benefits of adaptability and agility, helping you to fit more easily into multicultural environments, to understand and change with your organization and the world, and to continue to adapt.


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Emotional Intelligence Summit Asia: The First in the Philippines

Please join us on September 1, 2018 for the first ever Emotional Intelligence Summit Asia in the Philippines with an array of international and formidable local speakers to talk about what will remain to be one of the most important competencies in the future of jobs: Emotional Intelligence.

Register Now

Disruption is everywhere. The advent of change is fast, swift, and engulfing every aspect of our lives. However, one thing will remain constant—the need to elevate our soft skills in relation to how we do things. It is no longer an advantage just to know Emotional Intelligence—you need to feel and translate it to a competency that will be the determining and crucial factor in making a successful difference!

Course Outline

I. INTRODUCTION TO EMOTIONAL INTELLIGENCE

Emotional Intelligence (EI) or emotional quotient (EQ) is a set of skills that help us better perceive, understand and manage emotions in ourselves and in others. Learn more about Emotional Intelligence and the science behind it.

II. THE EMOTIONAL INTELLIGENCE EXPERIENCE

Emotional intelligence has a long history, and it’s steadily gaining importance, not just for the workplace, but for various aspects of our lives. Get to know emotional intelligence through experience.

IV. EMOTIONAL INTELLIGENCE IN THE AGE OF ARTIFICIAL INTELLIGENCE

Technology gets more and more advanced and is surpassing human intelligence quickly in various fields and activities. Artificial intelligence is also getting more and more complex. In fact, a lot of jobs that we imagined could be done only by people are now under the threat of being replaced by AI. So, what could we do? The answer: Emotional Intelligence.

V. THE RESILIENT LEADER: The Age of Disruption’s Call for a New Breed of Leaders

Resiliency: the capacity to recover quickly from difficulties. Life is littered with roadblocks, whether you expect it or not. One of the most important qualities of a leader is resilience. With the barrage of obstacles ahead, it’s important that you, as a leader, be resilient. For a resilient leader, failures are temporary setbacks that they can recover from. And with changes happening left and right, a new breed of leaders—resilient leaders—are needed.

VI. MINDFULNESS: Journey to Awareness and Clarity

Bill George of Harvard Business Review says that when you are mindful, “you’re able to both observe and participate in each moment while recognizing the implications of your actions for the longer term. And that prevents you from slipping into a life that pulls you away from your values.” Mindfulness will start your journey to awareness and clarity.

VII. EMOTIONALLY INTELLIGENT WOMEN: THE EMPOWERED STANCE

Among the 7.6 billion people in the world, half are women, who are steadily progressing and making noise with their success in various aspects—sports, entertainment, science, business, motherhood, etc. Yet, as a woman, there are still some limitations the society imposes on you. It’s time to empower your stance. Be an emotionally intelligent woman.

VIII. THE EMOTIONALLY INTELLIGENT ENTREPRENEUR

When emotional intelligence first surfaced as a concept, it served as an explanation to the curious finding that about 70% of the people with an average IQ have a better performance than those with the highest IQ. This changed the way we perceive success and where its source is. Research has shown that emotional intelligence is an essential factor that makes some entrepreneurs stand out from others.

IX. WHY EMOTIONAL INTELLIGENCE Is the Enabling Competency for Excellent Customer Service

Emotions are an essential part of our mind that helps us to develop, motivate us to take action and, in a case of danger, help us avoid the hazard and survive. That’s why it’s important that we are emotionally intelligent. But how does it look like in customer service?

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The investment for this course is P7995 plus VAT.

About the Facilitators


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GENOS Emotional Intelligence Certification

Join us September 19 to 20 for our GENOS Emotional Intelligence Certification. The Genos EI Certification Program is designed for learning and organizational development professionals, human resource consultants or managers, executive coaches, and organizational psychologists.

Becoming a Genos-Certified Practitioner comes with multiple benefits to help you succeed professionally:

  • Association with the most well-recognized and respected organization for applying emotional intelligence in the workplace
  • Access to an international network of over a thousand certified learning, organizational development, human resources and executive coaching professionals
  • Access to our members-only resource portal, containing all of our latest presentations, workshops, proposals, marketing material, case studies, and research
  • Support from leading experts in the field including academics and highly-experienced practitioners
  • A full Genos Emotional Intelligence Self-Assessment report

Register Now

What does the program involve?

Phase 1: Completion of your Self-Assessment EI Workplace Behavior Feedback Report

Before the course, you will be invited to complete your own Genos Self-Assessment Emotionally Intelligent Workplace Behaviour Feedback Assessment. After the course, one of the Genos Master Trainers will debrief you, providing you with your personalized Self-Assessment Workplace Behaviour Feedback Report and Development Tips Workbook.

Phase 2: An engaging Two-Day Course with a Genos Master Trainer

Day 1 – The following topics will be covered:

  • The Science of Emotions
  • Emotional Intelligence and the 6 Skills
  • The Business Case
  • Assessment Overview
  • Best Approaches to Assessment and Debriefing
  • Assessment Options
  • Interpreting Results
  • Debriefing Results

Day 2 – The following topics will be covered:

  • Emotionally Intelligent Leadership and the 6 Skills
  • Features of the Emotionally Intelligent Leadership Feedback Report
  • Leadership Assessment Options
  • Best Approaches to Assessment and Debriefing
  • Group Debriefs
  • Alternative Measures
  • Successful Project Execution
  • Certification Next Steps

Phase 3: Debrief Case Study Session with another Master Trainer

Finally, to complete your Certification, you will be given the opportunity to debrief the results of a sample Self-Assessment Emotionally Intelligent Leadership Feedback Report with another Genos Master Trainer who will act out the character in the scenario. You will be provided with feedback on the debrief session, with the ultimate goal of ensuring you are able to apply the Genos Emotional Intelligence Assessment tools effectively and confidently.

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Upon Completion…

Your journey begins as a business partner with Genos and it was the best decision you could have made for yourself, your business and your clients. A step-by-step guide is provided to you to map your entire journey as a Genos EI practitioner along with access to the free Member Only Resource Portal to further assist you in learning about, selling and utilizing the Emotional Intelligence Assessments, Enhancement Programs and supporting resources.

Upon successful completion of the program you will be able to:

  • Explain the Genos model of emotional intelligence
  • Discuss the Genos emotional intelligence assessments and their unique features, including developing emotional intelligence in comparison to other measures
  • Discuss the business case for emotional intelligence
  • Design effective emotional intelligence development solutions
  • Facilitate an interpretation of assessment results
  • Facilitate a development plan
  • Execute an emotional intelligence assessment project
  • Facilitate an introductory emotional intelligence session

The investment for this certification is P29,500 plus VAT. The two-day course is inclusive of manuals, lunch, and AM/PM snacks.

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About the Facilitator


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