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Employee Experience

Employee Experience

EMPLOYEE EXPERIENCE

Fun in the workplace can significantly improve retention, happiness, talent quality, and even productivity.

As the saying goes, “All work and no play makes Jack a dull boy.” But, before companies like Google began the new trend of promoting fun in the workplace, the words “fun” and “work” didn’t fit in the same sentence together.

Today, the younger generations present a new set of challenges for employers, and organisations have been forced to find new, innovative ways to attract and retain them as employees.

Promoting a fun work environment is quickly becoming one of the most widely-implemented recruiting and retention strategies in many of the world’s most successful organisations, and there’s a good reason.

 

How important is a fun work environment?

Results from a PGI survey show that 88 percent of Millennials want a fun and social workplace environment. The Millennial Generation is striving to be happier and more passionate about every aspect of their lives than any generation that has come before them.

It seems that Millennials place high value on their time with respect to quality of life—in other words, not wanting to spend time doing something they hate, in a place they don’t want to be, surrounded by people they don’t want to be around, regardless of the compensation. Granted, no one wants to be in this situation, but past generations have been much more tolerant of these predicaments than Millennials.

The moral of the story, and lesson to be learned for Google, is this: Put the same amount of effort into keeping your people happy as you do in your business process and products.

     

    For a comprehensive assessment of your 'people' needs contact us.

    GROWING PEOPLE GREAT 

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    Emotional Intelligence

    Emotional Intelligence

    EMOTIONAL INTELLIGENCE

    Emotional Intelligence (EI) is a set of skills that help us identify and respond to emotions within ourselves and others. These skills are as important as your intellect (IQ) in determining success in work and in life. Everyone, no matter what job function, has interactions with other people. Your ability to understand your emotions, to be aware of them and how they impact the way you behave and relate to others, will improve your ‘people’ skills and help you ultimately be more successful.

    Applied Emotional Intelligence – The Difference It Makes

    In the workplace, emotional intelligence underlies our self-awareness, empathy, leadership, and resilience. In our world of ‘do more with less’, where continuous change is the norm and effective collaboration is essential, these skills are fundamental to our success. People who have been through our programs feel better at work, facilitate more productive work environments, and better lead and engage others.

    The Genos Emotional Intelligence Model

    Emotional self-awareness is the skill of perceiving and understanding one’s own emotions. Feelings influence decisions, behaviour, and performance. Leaders who are emotionally self-aware are conscious of the role their feelings can play in these areas and are better equipped to manage this influence effectively.

    The Genos Emotional Intelligence Assessments

    Genos emotional intelligence assessments measure how often individuals display emotionally intelligent workplace behaviour that underlie success. They are supported by a wealth of peer-reviewed research and are accompanied by beautiful reports that provide accessible and practical development suggestions.

    The Genos Emotional Intelligence Technical Manual

    The Genos EI Technical Manual provides detailed information relevant to the psychometric properties of the Genos EI Inventory.

     

    The Genos Emotional Intelligence Research Papers

    We have an extensive list of published material and research papers on our assessments and development programs.

    Products:
    Genos Emotionally Intelligent Workplace Behaviour Self Report
    Genos 180° Emotionally Intelligent Workplace Behaviour Feedback Report
    Genos 360° Emotionally Intelligent Workplace Behaviour Feedback Report
    Genos Emotionally Intelligent Leadership Self Report
    Genos 180° Emotionally Intelligent Leadership Feedback Report
    Genos 360° Emotionally Intelligent Leadership Feedback Report

    For a comprehensive assessment of your 'people' needs contact us.

    GROWING PEOPLE GREAT 

    Email Us

    COVID-19 Corona Virus
    South African Resource Portal

    Emergency Hotline: 0800 029 999
    WhatsApp Support Line: 0600-123456

    Coaching & Development

    Coaching & Development

    Life Coaching, Executive Coaching, Sales Coaching, Emotional Intelligence, People Development, Corporate Training, Training Programs,

    COACHING, TRAINING & DEVELOPMENT

    Your employees are the lifeblood of your organisation. Regular training is imperative to the success of your organisation.

    Know what you are coaching: Before coaching begins, managers need to decide which areas to focus on, and how those areas will be measured. Remember, areas of focus should include strengths and weaknesses, skills and attributes, and personality and behavioural traits. Creating a benchmark for these areas will allow managers to measure how employees perform and where the coaching effort is needed most.

    Coach early and coach often: Effective managers coach their employees from day one, and they coach and offer training on a regular basis. This allows managers to catch any potential problems before they happen, and helps to increase performance by showing continued interest while providing feedback. Managers should work with personnel to set clear, realistic goals based on performance expectations.

    Coach each individual: Although some employees share certain characteristics and skills, they are individuals. It is important for managers to remember that one size does not fit all. Each employee possesses unique qualities. The better a manager understands each person, the more effective the coaching and the results.

     

    Implementing coaching-based performance management: Good performance rarely happens by accident. Coaching-based performance management provides key insights about each employee, and shows them how to leverage that knowledge improve performance. This methodology works because managers can use it continuously and proactively from the beginning of each employee’s career.

    Coach relationships and team dynamics: Relationships directly impact productivity, and understanding relationships improves team dynamics. Unhealthy relationships clearly undermine performance, while colleagues working together in harmony have the best chance of success. Potential conflicts need to be identified and dealt with early. Defining conflict points will enable leaders and team members to work together to avoid or solve issues.

    Coach to develop strategic workforce planning: Taking time to develop and improve your team generates leadership, and ensures future business success. The coaching that managers provide should prepare employees for leadership positions, and should align with the organisation’s mission, strategic plan, budgetary resources, and desired workforce competencies.

      For a comprehensive assessment of your 'people' needs contact us.

      GROWING PEOPLE GREAT 

      Email Us

      COVID-19 Corona Virus
      South African Resource Portal

      Emergency Hotline: 0800 029 999
      WhatsApp Support Line: 0600-123456

      The Four D’s – Part 1 by Mark Cunningham

      The First D –  The Decision

      Nothing significant happens unless we first make a decision. We choose whether we are going to be actively engaged  and proactive. The saying that “evil thrives when good men do nothing” rings true. Indecision puts a person into a state of limbo leading to inactivity, worry, feelings of self doubt, and negativity. It is better to make the wrong decision than not to make the decision at all. If the incorrect decision is made, we can self correct. If no decision is made, we drift upon the ocean of life becoming prey to external circumstances.

      The analogy of someone waiting at the station, but never boarding any trains that arrive and depart, aptly describes the consequences of indecision. What benefit is there if I never climb on board and thus never experience the journey? There will be train rides that I enjoy. There will certainly be those that I do not enjoy. How do I know if I never make the decision to experience it in the first place? Now don’t get me wrong, I am not implying that we must climb on board every train that passes by. We need to be wise and learn from others mistakes and not necessarily our own.

      The decision to be the kind of person we want to be regardless of external circumstances will ensure the realisation of our dreams. Critical to decision making, is knowing what our values are and being guided by correct principles. Principles have been described as eternal truths that are never changing. We need to cultivate principles of integrity and honour by being true to the decisions we have made.

      Steven Covey’s first habit in his acclaimed book, “The Seven Habits of Highly Effective People”, is to “Be Proactive”. I challenge you to be proactive in decision making. Decide what you want to become, where you want to go, and how you are going to get there. Make the decision and enjoy the ride.

      By Mark Cunningham

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