News
The Prioritized Leader [Video]
Working from Home? COVID-19
DISC Language Becomes More Inclusive
“Do
you know the best way to help your competition? Hire the wrong talent
and manage them well, or hire the right talent and motivate them poorly.”
– David Fortt
Hacking Teamwork 2018 HR Research Study
Monthly Mailing
Leading Indicators is relevant information on Human Performance Improvement (HPI) that clients and contacts find valuable and timely.
To read current or archive material please click on the subject matter links below.
DISC and Personal Skills
Five Myths of Multi-Tasking
The Nine Pitfalls of Organizational Change
Managing Stress
If Dogs Could Teach
The Accountability Challenge
The Six Keys to Customer Service
Tick, Tick, Tick – Thinking Successfully
Links for Self-Talk Info
Latest
Trends
Some of this material is adapted from the New York Times
Change
Management
One of the greatest dangers faced by company leaders is a lack of understanding
re the multiple dynamics of change.
Peter de
Jager, a well-known consultant in the area of change identified three
types of organizational change:
•
Type I – that which is done to us
• Type II – that which we do to ourselves
• Type III – that which we do to others
Although
these labels do not break new ground; thoughtful application can lead
to better change management.
Consider
the situation with a manufacturing facility that relocates to another
state. For the management team involved in the decision making process
this is clearly a Type II and a Type III change. Specifically, management
is in control and has already had an opportunity to answer the critical
questions associated with change.*
1. Concern
for Self – “Am I up to the challenge?”
2. Concern for Task – “What am I required to do?”
3. Concern for Impact – “What difference will it make?”
Our team
of skilled facilitators is capable of helping you think and work through
the significance of these questions to your key constituencies so your
change efforts can achieve the results you determined they would.
Emotional
Intelligence
Emotional Intelligence (EQ) is the ability to sense, understand, and effectively
apply the power of emotions as a source of energy, information, and influence.
The cornerstone of EQ is a high level of self-awareness in the current
moment. By developing their EQ, people strengthen awareness of their own
emotions, the impact those emotions are having on others, and then adjust
to produce more productive outcomes.
In recent
years behavioral experts have made a strong case for the value and impact
of emotional intelligence (EQ) at all levels of business. EQ is more potent
than IQ (intelligence quotient) in determining success and it is possible
to improve one’s EQ through various means. For example:
- The US
Air Force reduced recruiter turnover from 35% to 5% annually by selecting
candidates high in emotional intelligence. The total cost savings was
$3 million per year on a one time investment of less than one-percent
of the savings.
- Across
cultures executives selected for their emotional intelligence are more
likely to succeed than those chosen for their IQ or job experience.
In Latin America, Germany and Japan, 74% of top performers were high
in EQ while only 24% of the low performers were high in EQ.
- L’Oreal
realized a $91,370 sales increase for each salespeople selected for
EQ skills. This group also had 63% less turnover than sales staff not
part of the EQ program.
Workforce
Management
To be perfectly blunt about it, Pittsburgh is getting old. Half the line
workers who repair, maintain and upgrade the grid at Duquesne Light, its
electric utility, will be eligible to retire by the end of the decade.
Likewise, half the 6,500 nurses working at the University of Pittsburgh
Medical Center hospitals will hit the typical retirement age of 55 in
the next seven years. And just outside of town, at Westinghouse Electric,
which designs and maintains nuclear power generators, the average age
of engineers is in the late 40's.
The trend has some people worried. "A silent crisis threatens the
prosperity of Pittsburgh and western Pennsylvania," warned a 2002
report by the Center for Competitive Workforce Development at Duquesne
University.
And what is happening in Pittsburgh appears to be an early installment
of a demographic drama unfolding across the nation. As workers age, fewer
new bodies are coming into the workforce to replace them. According to
projections from the Bureau of Labor Statistics, the working-age population
- adults 16 to 54 - will grow by six million people from 2002 to 2012.
By contrast, the 55-and-over age bracket will expand by 18 million.
This shift will only intensify. By 2030, people 55 and older will make
up 37 percent of the adult population, up from 15 percent today. "This
is a sleeper issue," said Charles E. M. Kolb, president of the Committee
for Economic Development, a group of business and education leaders that
conducts policy research in Washington. "We do have a demographic
time bomb."
How will it all play out? Some companies - though obviously not a majority
- are taking the longer view, by scrambling to secure tomorrow's workforce
today.
Completed Adverse Impact Study
Conclusion—There is no evidence to suggest any of the TTI assessments (DISC, Values, HVP) could cause adverse impact with regard to gender, race, disability or veteran status. Even though the means of the subgroups are statistically different from the means of the general population, they are all well within the EEOC guideline of 80 percent and well within the first standard deviation from the population mean.
Click here for a copy of the full study.
Adverse Impact
What is "adverse impact"? Under the U.S. Disparate Impact doctrine, an employer may not use an employment practice (e.g. pre-employment aptitude test) that, even though neutral on its face and applied to all applicants or employees, disproportionately excludes members of a protected category.
Please click here to download the latest information i.e. the fact that TTI assessments are free of adverse impact.
Special News
The Power of Introverts
Planning that Produces Bottom Line Results.
A research report: Selecting Superior Performers Safely Under the Law.
Seeing is Believing – Dialing for Dollars in a Tough Economy.
Making the Emotional Case for Change.
Six Questions for Transforming Your Organization.
The Bottom Line Impact of Controlling Emotions in the Workplace.
Emotional Contagion.
Executive's Guide to Better Listening
|
