Performance Management - National HRD Network

Personal Competence - These
competencies determine how we
manage ourselves.
Self-Awareness – Knowing one’s internal
states, preferences, resources and
intuitions.
l Emotional Awareness: Recognizing
one’s emotions and their effects.
l
Accurate self-assessment: Knowing
one’s strengths and limits.
l Self-confidence: A strong sense of
one’s self-worth and capabilities.
Self- Regulation- Managing one’s internal
states, impulses and resources.
l Self-Control: Keeping disruptive
emotions and impulses in check.
l Trustworthiness: Maintaining
standards of honesty and integrity.
l Conscientiousness: Taking
responsibility for personal performance.
l Adaptability: Flexibility in handling
change.
l Innovation: Being comfortable with
novel ideas, approaches and new
information.
Motivation – Emotional tendencies that
guide or facilitate reaching goals.
l Achievement drive: Striving to improve
or meet a standard of excellence.
l Commitment: Aligning with the goals
of the group or organization.
l Initiative: Readiness to act on
opportunities.
l Optimism: Persistence in pursuing
goals despite obstacles and setbacks.
Social Competence - These
competencies determine how we handle
relationships.
Empathy – Awareness of others’ feelings,
needs and concerns.
l
Understanding others: Sensing others’
feelings and perspectives, taking an
active interest in their concerns.
(Contd.. from Page 32)
to be considered as the most practical
solution to establish an effective work-life
balance as it covers flexitime, and special
leave schemes, which provide opportunity
to employees to attend domestic work
without jeopardizing their employment. The
research conducted by the Institute of
Employment Studies (Kodz et al, 2002)
revealed employees who were staying longer
with their firms because of access to flexible
l Developing others: Sensing others’
development needs and bolstering their
abilities.
l Service orientation: Anticipating,
recognizing, and meeting customers’
needs.
l Leveraging diversity: Cultivating
opportunities through different kinds of
people.
l Political awareness: Reading a group’s
emotional currents and power
relationships.
Social Skills – Adeptness in inducing
desirable responses in others.
l Influence: Wielding effective tactics for
persuasion.
l Communication: Listening openly and
convincing messages.
l Conflict management: Negotiating and
resolving disagreements.
l Leadership: Inspiring and guiding
individuals and groups.
l Change catalyst: Initiating and
managing change.
l Building bonds: Nurturing instrumental
relationships.
l Collaboration and cooperation:
Working with others towards shared
goals.
l Team capabilities: Creating group
synergy in pursuing collective goals.
Emotional Intelligence in Organizations
As children, people are taught to control their
emotions. We often hear statements from
elders such as “Don’t lose your temper so
easily; Don’t get carried away; Learn to
control yourself” etc. Boys are taught to
withhold their tears as “Men don’t shed
tears”. Similarly in organizations employees
develop a habit of suppressing their
emotions to prevent major show downs or
eruptions. This eventually leads to
psychological or abnormal behaviour. It thus
becomes indispensable to make them
understand the concept of Emotional
Intelligence to make them accept any sort
of training programme. The advantages of
accepting this fundamental concept brings
working arrangements. Work-life balance
policies can lower absenteeism and help to
tackle the low morale and high degrees of
stress that can lead to attrition as employees'
tire of juggling work and life responsibilities.
For example, work-life of Hewlett-Packard
appreciates personal life needs of an
employee and company objectives as well.
Based on the need employees are allowed
to take leave beyond stipulated time.
about a phenomenal change in the
individual in the following manner.
l Ability to regulate emotions – Once
the individuals become aware of their
negative emotions they will try to make
a conscious effort to moderate them as
and when they realize that their negative
emotions taking an upper hand over
them. On the other hand when they
realize and recognize their positive
emotions they would consciously try to
enhance them to their advantage.
l Ability to analyse emotions – The
individuals will now be endowed with the
ability to not only make a self analysis
of personal emotions but also the
emotions of others that would
automatically promote better
interpersonal relations within the
organization.
l Emotional facilitation of thinking –
Once individuals begin to analyse
others they will begin to think from the
others’ point of view as well. They would
stop making subjective judgements
thereby winning the cooperation of
others.
l Ability to express emotions – A
conscious effort will be made by the
individual to express their emotions in
the right manner that will neither hurt
the individual himself nor the others.
This will be made possible by involving
others in deciding objectives, free flow
of communication and informal
meetings.
The concept of Emotional Intelligence
reiterates that it is never too late to make
changes in your life or to help others to do
the same or create a culture which is more
caring, giving, supportive or enriching. The
good news is that emotional intelligence can
be learned. Individually we can add these
skills to our tool kit for survival at a time
when job stability seems like a quaint
oxymoron. To sum up, the success of
training programmes is found to be longterm
when individuals in an organization are
trained in the most fundamental aspect of
Emotional Intelligence.
u H
Quality of work life programs when
implemented lead to greater growth and
development of the individual as a person
and as a productive employee of an
organization, develop trust between
managers and employees, attract and keep
talented staff, build strong employee
commitment, strengthen workplace learning
and improve overall effectiveness of an
organization.
u H
| HRD News Letter | March 2007, Vol.22, Issue:12 31|