Philippines’ Top HR Blog

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How to Apply Emotional Intelligence in Difficult Workplace Scenarios (Part 1)

Emotional intelligence is an important leadership skill and one that is being considered more and more by HR and in hiring, recruiting, and promotion. First outlined by Daniel Goleman in his book of the same name, the concept has since taken off, and for good reason.  However, developing your emotional intelligence and actively working to improve yourself in this area can be difficult, in part because of the transient nature of emotions.

Emotional intelligence involves factors such as how you create and resolve conflicts, manage anger, deal with adversity and moods, how well you give and take criticism, how you solve problems, how you self-motivate, and even how you respond (productively) to the feelings and emotions of others.

While you likely know that, and you have probably read books or taken courses on the subject, you’re also likely wondering, how do you actually apply emotional intelligence in the workplace.

These common but difficult workplace scenarios should give you a good idea of how to go about applying your emotional intelligence to a problem. This is especially crucial if you have been asked to start working on your emotional intelligence but aren’t aware of how to or even what counts.

Part 1 will cover unwarranted criticism and a lie from a colleague. Part 2 covers being put in the middle of an argument, late work from colleagues, and plagiarized work.

Scenario 1: You Receive (Unwarranted) Criticism

You work hard on a project, but nothing goes right. The end result is not up to standard because of factors outside of your control (project partners, timeline change, inability of a partner to deliver, change of parameters last minute, illness, etc.). Your colleague criticizes you for your performance in front of the team, stating that if you were not able to complete the project, you should have gone to him and asked for help or asked to transfer it early on.

You worked hard on this and gave it your 100%. You feel that the criticism is wrongful. How do you react to being criticized? While most people would react with anxiety or even anger, the emotionally intelligent thing to do would be to step back and recognize that the change in project parameters has likely affected how or what your colleague has to do for their job. They are feeling anxious. Taking it out on you is wrong but de-escalating the situation and offering to help with additional work or taking it to someone higher up (where applicable) would defuse the situation and help both of you to reconcile and solve the problems.

Scenario 2: A Colleague Lied To You

Your colleague told you they were almost finished on a project and would turn it in. You made plans around that, and now they are late and you are responsible not only for your lost time, but that of your boss.

Emotional intelligence suggests that you find out why your colleague lied to you, ask them nicely, and determine what factors may have been behind their lying. Did they simply forget? Did they lie on purpose? Or was there a hold up preventing them from actually following through on the process? In an ideal situation, you would consider their motivations, ask them about it in private, and reach a resolution which you then share with others you are responsible to.

Similarly, if a colleague lies to you about something smaller like whether they took your lunch out of the refrigerator, you would want to ask them in private, determine what their intention was, and reach a solution. This necessitates stepping back from the immediate reaction of anger most of us feel when lied to, trying to look at the situation from their point of view, and gently having a conversation about it.

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6 Crucial Soft Skills that Indicate a Great Hire

Hiring and recruiting practices have largely revolved around hard skills or what a candidate can do. Today, recruiters are becoming more and more aware of the value of soft skills, which affect how people do their jobs, interact with others, and develop themselves. Unlike hard skills, which are often developed on the job or through training, soft skills are difficult to develop and may be impossible to foster in a hire who doesn’t show desired traits.

This is increasingly leading to a trend in hiring for soft skills that make a candidate a good fit for the role, focusing on hard skills as secondary in importance and learnable. You’ll always find people with necessary technical skills, but soft skills determine how hires will adapt, learn, work in teams, and solve problems in the work environment.

Crucial soft skills to look for

While soft skills will naturally vary depending on the specific role and its output, the following 6 soft skills were identified as crucial for many roles in LinkedIn’s Emerging Jobs Report as well as by CEOs including Google’s Eric Schmidt.


Agility is a soft skill that overlaps heavily with adaptability and ingenuity, which plays into nearly every interaction in a work environment. Hires who show agility can adapt quickly to new circumstances, learn new tools easily, find creative solutions to problems, and self-start.

Culture Fit

In one study by Millennial Branding, 43% of recruiters listed culture fit as among the most important soft skills for making a hire. This ‘skill’ is less about what you can do or how you do it and more about how you do it. For example, a technically company needs someone who is careful and traditional and willing to follow procedures, even in a relatively agile or fast-paced environment. Unfortunately, a good culture fit changes a great deal depending on the company, but it overall encompasses how well the person is likely to mesh into the existing work environment and standards.


Communication overlaps with collaboration or teamwork and is a crucial skill in any workplace and any role. This translates to both working in teams and effectively communicating ideas and intentions and working in customer-facing roles, where good communication skills can make or break a customer relationship. While there are naturally different levels and aspects of communication that should be looked at depending on the person’s role (an IT developer does not likely need strong written communication skills), showing good communication in and before an interview and during the assessment is a good sign that the candidate can and will do so inside their role.


While many companies favor creativity and ingenuity over persistence, psychologist Adam Grant argues that all three tie in together. His research on skilled, successful, and creative people shows that persistence is the common trait behind creative solutions, success in the workplace, and even solving problems.

Growth Potential

LinkedIn’s 2017 Emerging Jobs Report surveyed over 1,200 recruiters who listed growth potential as a top soft skill to look for. This trait encompasses both having a positive attitude and a willingness or ability to learn – enabling the candidate to develop themselves to either move up or continue to progress as their role develops.


Prioritization and time management is a crucial aspect of performance, and one that is being looked at in both competency management and recruitment. Why? Employees who can prioritize value-added and important tasks without being bogged down in meetings and low-level tasks that don’t achieve anything tend to have a considerably higher output with a greater impact on organizational productivity.

Soft skills are becoming increasingly important in the hiring process, and for good reason. While technical skills will never be irrelevant, it is easier and faster to train someone a hard skill like using Excel than it is to train a soft skill like a willingness to learn or drive.

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DISC Personality Profile Certification

Please join us on July 12 for our public DISC Personality Profile Certification. This full-day training session will get participants certified in two of Profiles Asia Pacific / People Dynamics’ DISC personality assessments, each with their own unique features and reports.

  • The DISC Personality Profiler (DPP)
  • The Profiles Performance Indicator (PPI)

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Participants will be expected to complete two online assessments before completing the program. The content of the trainings are as follows.

Course Outline

UNIT 1: Introduction to DISC

  1. History of the DISC Four Quadrant Model
  2. DISC Four Quadrant Model Theory
  3. Development of DISC Four Quadrant Questionnaires

UNIT 2: Development of the PPI and DPP

  1. The PPI Scales
  2. Behavioral Characteristics
  3. Critical Team Factors
  4. Selection of Items for the PPI
  5. Deletion of Vague and Ambiguous Items
  6. Deletion of Negative Items
  7. Avoidance of Gender-related Items
  8. Compatibility with Business People
  9. Most- Least Response Technique

UNIT 3: Development

  1. Rationalization
  2. Reduction of Items

UNIT 4: DPP & PPI Scoring

  1. PPI Motivational Intensity Scale
  2. PPI & DPP Team Analysis
  3. Reliability Analysis
  4. Construct Validity

UNIT 5: Reports

  1. DPP Reports
  2. PPI Reports:
    • Individual
    • Management
    • Team

To successfully complete the certification training, participants must successfully complete the workshop and an online “open book” exam.

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The investment for this course is P10,000 plus VAT, and includes all training and testing materials.

About the Facilitators

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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.


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.


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.

Register Now

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.


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.


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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