In an article, What Is Emotional Intelligence?: Definitions, History, and Measures of Emotional Intelligence, by Kendra Cherry, she provides a brief history of emotional intelligence:
While the concept of emotional intelligence has been around for a while, recently, it has been a hot topic in talent management and training. In a white paper, I highlight a few companies who have put emotional intelligence training into use and who have experienced very positive gains.
One is Sanofi Aventis:
“Sanofi-Aventis is a world’s leading pharmaceutical company headquartered in France. The company has a presence in more than 100 countries and employs more than 100,000 people worldwide. In July 2005, Sanofi-Aventis in Australia partnered with emotional intelligence consulting firm Genos to improve the emotional intelligence levels of its pharmaceutical sales representatives. Sanofi-Aventis and Genos developed a six-month study to determine whether pharmaceutical sales representatives’ performance could be improved through emotional intelligence training.
To assess whether emotional intelligence could be improved through training, sales representatives selected for the study were divided into two groups, a control group and a development group. Employees from both groups participated in an emotional intelligence assessment to determine a benchmark, but only members of the development group participated in the subsequent emotional intelligence training.
Over the next six months, sales representatives in the development group participated in workshops and coaching sessions on emotional intelligence. After three months, the development group’s sales results were compared with that of the control group’s sales results over the same period. Sanofi-Aventis found that the development group’s sales were 7 percent higher than the control group’s sales. As the emotional intelligence program continued, Sanofi-Aventis found that the development group’s sales grew to 12 percent more than the control group’s sales.”
With proof of emotional Intelligence training’s benefits growing, it is sure to remain a hot topic for years to come. Does your company gauge employees’ emotional intelligence? Do you do training for emotional intelligence?
He's a 'natural born leader'...she was 'born to lead'...we've all heard (or maybe even used) these descriptive phrases describing someone who seemed destined to greatness - to take charge and command the masses. But we also all probably know someone else who fit that same profile at one time but got lost on the way and instead now needs to be led. Or someone who soured on leadership ("it was too much responsibility, the pressure got to me"), and is no longer willing to lead. And let's not forget about that unassuming individual who leads by constant and quiet example rather than by the obvious charisma and brute force of their personality. Did Sister Teresa fit the mold of a 'natural born leader'?
Topics: executive development
What does it take to be a world-class Talent Management leader? Two of the most prominent Talent Management practitioners in the world tackle these questions in The Talent Management Handbook. Marc Effron and Jim Shanley outline the 4+2 Model for Talent Management Excellence which identifies the four characteristics of successful Talent Management professionals, plus the two qualities that separate the good from the truly great.
Topics: talent management
Earlier this year, Gallup released their 2103 report, State of the Global Workplace: Employee Engagement Insights for Business Leaders Worldwide. The report includes some troubling insights, prompting legitimate concerns about workplace productivity and employee retention - and encouraging many companies to look for solutions to improve employee engagement.
So what is employee engagement? Employee engagement measures whether you feel invested and committed to your job, and whether you're motivated to contribute to the success of your organization. Gallup identified three categories of employee engagement: Engaged, Not Engaged, and Actively Disengaged. "Engaged" employees feel inspired by their work, with a sense of passion and commitment to their company. Then you have those who are "Not Engaged" - they have checked out, putting in the time but not the energy or enthusiasm. Finally, you have the "Actively Disengaged" - employees so unhappy that they are actively undermining the success of the organization. According to a recent Gallup study, only 30% of employees are Engaged, and the other 70% are Not Engaged (50%) or Actively Disengaged (20%).
Note that employee engagement is not the same as employee satisfaction. Employee satisfaction focuses on whether you are content with your job and work environment. In contrast, employee engagement focuses on whether you feel committed to your work and your employer. Employee engagement is a measure of whether you feel inspired and passionate about your work; it is about feeling energized and enthusiastic about your contribution to the organization.
They say music is what feelings sound like - so what does feeling engaged sound like? It's hard to say, but guaranteed it is a positive, feel good anthem. Engaged employees may be singing James Brown's "I Feel Good" or maybe The Pointer Sisters' "I'm So Excited". Younger workers may relate more to U2's "Beautiful Day" or maybe the Owl City/Carly Rae Jepsen collaboration, "It's Always a Good Time". You get the idea. Those who are Not Engaged may be feeling more like Dolly Parton's "(Working) 9 to 5" or maybe Loverboy's "Working for the Weekend." Meanwhile, you're Actively Disengaged may be plotting to the tune of "Take This Job and Shove It."
It is important to recognize that every company is different and every employee is unique. What inspires and motivates one person may have no impact on the next. Extrinsic factors, like salary and bonus, can reward performance - but engagement is often driven by more intrinsic motivation. Employees will go above and beyond when they find the job to be personally rewarding. This suggests that companies hoping to improve employee engagement should avoid a one-size-fits-all solution, and adopt a more dynamic approach that will be relevant to different employees in different ways. For example, the Gallup report identifies a number of generational differences with regard to employee engagement.
According to Gallups research, the generations at the beginning and the end of their careers tend to be more engaged than those in the middle of their careers. That means Baby Boomers on the verge of retirement are more inclined to be sing along to the Turtles' "Happy Together" or the Beatles' "Getting Better" instead of The Rolling Stones' "(I Can't Get No) Satisfaction". Generation X on the other hand, in the middle of their careers, may be making a mixed tape featuring the Talking Heads' classic "Life During Wartime" or perhaps REM's "Its the End of the World as We Know It (and I Feel Actively Disengaged)."
Millenials, at the beginning of their careers, may have Taylor Swift's "Stay Stay Stay" blasting on their iPods, but the Gallup research says they are also the most likely of all generations to say they will leave their jobs in the next 12 months if the job market improves. So, they may be changing their tune to "We are Never Ever Getting Back Together".
So, what does employee engagement sound like in your organization? Let us know. #workanthem
You can also download one of our recent white papers on employee engagement if you want to read more:
A new research study from EY reveals a significant increase in Generation Y moving into management over the past 5 years. 87% of Gen Y managers moved into the role between 2008 and 2013, and dramatic increase over the previous 5 years. The increase is somewhat predictable as Gen Y (age 18-32) gains the knowledge and experience needed to fill the widening talent gap as Baby Boomers move into retirement. However, the research reveals a number of challenges and opportunities for this generation of managers.
I was just reading our latest talent development white paper written by my colleague Kimberly Schaufenbuel. The paper looks at employee engagement and the impact, positive or negative, on your organization's bottom line. It's a great read - with timely research, useful advice, and several examples of companies successfully boosting employee engagement - I highly recommend it.