Transcript Human Resource Development

Human Resource
Development
Focus on Function?
Or Feelings?
What you need to know about Emotional Intelligence…
Welcome!
This e-learning module is designed for
Human Resource Development (HRD)
managers and other staff training specialists
who are considering incorporating
Emotional Intelligence (EI)
into their human resource development programs.
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Check Your Knowledge
Let’s see what you already know
about Emotional Intelligence…
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Check Your Knowledge
Please click on the answer you think is correct.
1. Your organization’s products and services are not a
component of Emotional Intelligence in the workplace.
a. False
b. True
2. There are many methods of achieving a higher Emotional
Intelligence.
a. False
b. True
Continued…
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Check Your Knowledge
Please click on the answer you think is correct.
3. The people your organization hires play a role in the Emotional
Intelligence of your workplace.
a. False
b. True
4. Employee’s awareness of their Emotional Intelligence ability can create
a better team environment in the workplace.
a. False
b. True
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That’s Right!
They’re all TRUE! Emotional
Intelligence is a powerful force at
work in your organization.
Let’s find out why…
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In this module you will find…
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Definition of EI
A Brief History of EI
Core Competencies of EI
Three Models of EI
An EIQ Assessment
Examples of Applications of EI in the Workplace
Guidelines for Choosing the Right EI Model For Your Organization
Guidelines for Securing Organizational Support for EI
Resources to help you learn more about EI
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Emotional intelligence is…
• “…your ability to acquire and apply knowledge of your
emotions and the emotions of others” (Stock, 2000).
• "…a type of social intelligence that involves the ability to
monitor one's own and others' emotions, to discriminate
among them, and to use the information to guide one's
thinking and actions" (Mayer & Salovey, 1993, p. 433)
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EI in the workplace is…
EI is not…
Your Values and Beliefs
Your Products and Services
Generally Unspoken
Promoted Externally
Your Style
Your Policies and
Procedures
The Types of People You Hire
Your Recruiting Process
What Behaviors You Reward
What Behaviors You Want
(Dunn, 2003)
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Where Did EI Originate?
EI has its roots in the concept
of social intelligence, first
identified by E.L. Thorndike
in 1920 who defined social
intelligence as "the ability to
understand and manage men
and women, boys and girls -to act wisely in human
relations” (Thorndike, 1920, p.
228).
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Daniel Goleman
Daniel Goleman popularized EI in
his book, Emotional Intelligence: Why
It Can Matter More than IQ for
Character, Health and Lifelong
Achievement (1995).
Photo Source:
http://www.roycecarlton.com/pdf/Goleman-Kit.pdf
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In the book, he posed the theory that empathy
and communication skills, social and
leadership skills are central to success in life
and personal relationships. Rather than a high
IQ, it is far better to have a high E-IQ,
emotional intelligence, if you want to be a
valued and productive member of our society.
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Core Competencies Associated with EI
Emotional intelligence
"is a type of social intelligence that involves the ability to
monitor one's own and others' emotions, to discriminate
among them, and to use the information to guide one's
thinking and actions" (Mayer & Salovey, 1993, p. 433).
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Core Competencies (cont’d)
According to Salovey & Mayer (1990), EI can be
categorized into five domains:
1.
2.
3.
4.
5.
Self awareness
Self management
Self motivation
Recognizing emotions in others
Relationship management
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Core Competencies (cont’d)
Self Awareness is…
Observing yourself and being able to recognize a feeling
as it happens. The ability to accurately perceive and be
cognizant of your emotions as you interact with others.
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Core Competencies (cont’d)
Self-Management is…
Transforming your emotions. The ability to use emotional
awareness to positively and purposefully manage and
direct your emotions and behavior. Finding ways to
handle fears and anxieties, anger, and sadness.
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Core Competencies (cont’d)
Self-Motivation is…
The ability to manage and control your emotions by
calling up feelings of confidence and enthusiasm in
yourself. Delaying gratification and stifling impulses.
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Core Competencies (cont’d)
Empathy is…
The ability to read and understand the emotional cues
of others and determine what causes them to respond
favorably or adversely to a common point of reference.
Appreciating the differences in how people feel about
things.
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Core Competencies (cont’d)
Relationship Management is…
Setting a positive tone of cooperation. The ability to use
emotional awareness to direct and manage interactions
with others to build more effective, purposeful and
mutually beneficial relationships.
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Here are three models of EI for you to
consider:
• EI as Leadership Competencies
• EI as Personality Traits & Characteristics
• EI as Intelligence (Ability)
more…
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Three Models of EI (cont’d)
1. EI as Leadership Competencies
Arguably, the most popularized view of EI is Dan
Goleman’s. This view proposes that EI is a person’s
potential for mastering a range of competencies (broadly
represented by self-awareness, self-management, social
awareness and relationship Management) and how these
might translate into success at work. (Bienn & Caruso,
2005).
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Three Models of EI (cont’d)
2. EI as Personality Traits and
Characteristics
Pre-dating Goleman is a model developed by Reuven BarOn which is based on several personal attributes, including
resilience and optimism. The EQ-I self-report and
assessment generates EQ (“emotional quotient”) scores for
five broad domains: Intrapersonal skills, interpersonal
skills, adaptability, stress management, and general mood
(Bienn & Caruso, 2005).
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Three Models of EI (cont’d)
3. EI as Intelligence (Ability)
John Mayer and Peter Salovey
(later joined by David Caruso)
coined the term “emotional
intelligence” in 1990. The MayerSalovey-Caruso ability model
views EI as a real intelligence
comprised of abilities in four
areas of performance.
Copyright © 2004-2005 by John D. Mayer
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How is EI Measured?
Because EI is viewed as an intelligence, it is measured through an
ability test, just like an IQ test for emotional skills.
This objective ability-based instrument is called the MSCEIT (Mayer,
Salovey, Caruso Emotional Intelligence Test). It provides skill scores
in the four core emotional abilities (Bienn & Caruso, 2005).
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What Is Your Emotional Intelligence
Quotient (EIQ)?
Let’s go online and take a short quiz!
Click on the following link to visit the Institute for Health and
Human Potential website and take a short, self-administered
quiz to evaluate your personal EIQ.
http://www.ihhp.com/quiz.htm
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How did you do?
What if all of the employees in your
organization understood their EIQ and how it
affects their behavior and job performance?
Let’s look at some ways EI can
be used in the workplace to
improve human performance!
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How is EI used to improve Human
Performance in the Workplace?
Let’s look at some real business applications:
• The tyranny of toxic managers: Applying emotional intelligence to
deal with difficult personalities.
Click here to read the article!
• Customer-oriented selling: Exploring the roles of emotional
intelligence and organizational commitment.
Click here to read the article!
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Benefits of EI Applications
in the Workplace
Stock (2000) claims that developing and using EI skills offers a set of
core abilities that impact many business issues important to
individual and organizational success, as follows:
• Personal Productivity
EI skills allow people to think more clearly under pressure,
eliminating time wasted by feelings of anger, anxiety, and fear.
• Developing Leaders
Emotional Intelligence is more than 85% of what enables "star
performers" to develop into great leaders.
more…
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Benefits (cont’d)
• Career Success
• Motivation/Empowerment
Emotional Intelligence, as a
determinant of high performance,
is twice as important as technical
and cognitive skills combined!
Developing EI skills increases the
understanding between people
which minimizes time wasted
arguing and defending turf.
• Difficult Clients/Teams
• Team Performance
People with high EI skills get along
better and don't let anxieties and
frustrations get in the way of
efficiently solving problems.
People with high EI skills positively
impact every person they contact.
They are the role models of
excellent performance.
more…
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Benefits (cont’d)
• Customer Satisfaction
• Time Management
Excellent customer service is
based on sincere care. High EI
skill people take care of
themselves and extend sincere
care to others.
People with high EI skills do not
waste time worrying, arguing,
second-guessing themselves.
They choose productive behaviors.
• Creativity & Innovation
• Talent Retention
People with high EI skills calm and
clear their minds quickly and easily
opening the way for insight and
intuitive, creative ideas.
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Leaders with high EI skills have
been shown to be the best, most
effective bosses, the kind talented
people want to work for.
Benefits (cont’d)
• Work/Life Balance
Improved personal productivity and improved staff performance
means people can confidently leave work at a reasonable time.
• Stress Reduction
People with strong EI skills easily handle emotions of anxiety,
frustration, and fear that cause stress in today's work world.
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Common Misconceptions
EQ is Not “Personality,” or “Just Being Nice!” (Jaramillo, 2004)
– “Personality” is the nature, character and traits we acquire and display
consistently over time, which combine to identify or portray each of us as
a distinct individual.
– EI, on the other hand, is a series of learned skills that permit us to
effectively manage ourselves and our relationships with others. EI is
about reading, understanding and expressing our emotions appropriately
to promote individual and common goals.
– At times, EI requires that we aggressively confront others with basic
truths or the consequences of their behavior appropriate to the purpose,
effect or change we seek to achieve.
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Common Misunderstandings
Emmerling & Goleman (2003) address issues and
common misunderstandings about EI, including ethical
aspects and costs.
Click here to learn more about the challenges you
may encounter as you incorporate EI into your workplace.
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How do I choose
the EI model that is best for my organization?
Earlier we looked at three EI models:
1. Competencies
2. Personality Traits and Characteristics
3. Intelligence (Ability)
When evaluating which EI model might be best for a specific organization, the following points from
Bienn & Caruso (2005) may be helpful.
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• Clarity - Be clear on whether you want a model
that treats EI as an intelligence, or whether you are
interested in a version of EI focused on personality traits or
leadership competencies. If choosing the personality or
leadership approach, you will also want to determine that
the EI measure you choose differs from personality
assessments or leadership tools that might already be
used within your organization.
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• Measurement - Have a good
understanding of how EI is measured in each model, and
recognize that none of these three approaches is perfect.
Remain consistent with what you have identified as
important (ability, personality, competency?) and go with
the corresponding model (i.e., the MSCEIT if intelligence
is your focus, the EQ-I for personality and the ECI for
competencies).
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• Training or Development? Your organization’s primary intent in using an EI program
should also influence your choice. Is the focus skills
training or general development? The more precise
ability-based Mayer-Salovey-Caruso model might align
better with job-specific skill-building. For development
around broader traits or leadership attributes Bar-on or
Goleman models might be preferable.
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How do I gain support
for EI at my organization?
Let’s look at some guidelines a study of the
development of the Emotional Competence
program at American Express Financial Advisors.
The study was conducted by Cary Cherniss, Ph.D., of
Rutgers University, on behalf of the Consortium for
Research on Emotional Intelligence in Organizations.
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1. Link emotional intelligence to a business need.
• Support for training and development in emotional intelligence will
increase if it is clearly linked to a business need.
• People in the organization need to see it not as just a nice thing to do
that makes people feel good, though this may be important and
desirable.
• In order to gain the level of support needed for successful
implementation, emotional intelligence must be viewed as something
that makes good business sense.
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2. Find a powerful sponsor.
For better or worse, organizations tend to be political entities. The
support of an influential executive thus is vital for a new,
unconventional initiative such as emotional intelligence training.
Finding a powerful sponsor who can provide political protection
and financial backing can make the difference between success
and failure.
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3. Establish a mechanism such as a “skunkworks”
team for developing the idea.
• Efforts to promote EI in organizations can be smothered by the
rigidity of bureaucracy. Ideally, it should be developed and initially
operated by a self-managed team that has an “open ticket” to
innovate.
• The team should have less formality, more flexible roles, and more
open flows of information. It also should be kept relatively free of
“creativity killers”, such as surveillance, evaluation, over-control, and
arbitrary deadlines.
• A good strategy is to establish a skunkworks team, which was the
name of the famed R&D team at Lockheed that sequestered itself
and produced a number of innovations.
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4. Use research to evaluate the program and
demonstrate its value.
• Emotional intelligence activities that are not based on solid research
are highly vulnerable.
• Emotional intelligence training, even more than other types of
activity, needs to be research-driven.
• The research should be extensive enough to give key decision
makers confidence that emotional intelligence training is based on
sound, objective analysis.
• Both qualitative and quantitative research have value in securing
support.
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5. Make sure that the program’s quality is so high
that it is beyond reproach.
• Because emotional intelligence training is not a traditional business
concern, it is vulnerable to criticism.
• To counteract the detrimental effects of such criticism, it is important
to insure that training efforts meet the highest standards.
• If an emotional intelligence program becomes associated with
shoddy, superficial work, resistance to it will increase further.
Opponents of such training need few excuses to kill it.
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6. Infuse emotional intelligence into the
organization in a variety of ways.
• In order to bring emotional intelligence training and development into
the mainstream, it is useful to find different ways of positioning and
presenting it in the organization.
• For instance, different versions of a program can be developed for
different groups. Multiple infusion helps to normalize and generalize
the concept. It also creates a culture in which people are repeatedly
reminded of what they have learned and thus are more likely to apply
it on the job.
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7. Find emotionally intelligent leaders to guide
implementation.
• Implementing emotional intelligence initiatives in organizational
settings often is a challenging task. Even with the support of
powerful sponsors and good timing, one is likely to encounter
much resistance.
• Success depends on the emotional intelligence of those who
orchestrate the implementation effort.
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8. Move when the timing is right.
• At certain times in the life of any organization, the conditions will be
more or less favorable for the implementation of emotional
intelligence training and development activities.
• Those who wish to establish such activities in their organization
need to ask themselves whether the timing is right. Sometimes, it
may be necessary to wait until conditions are more favorable.
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To learn more…
Websites Worth Visiting:
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EI Consortium –
http://www.eiconsortium.org/research/resear
ch.htm
The mission of the EI Consortium is to aid
the advancement of research and practice
related to emotional intelligence in
organizations.
Six Seconds – http://www.6seconds.org
Six Seconds is a nonprofit educational
service organization supporting the
development of emotional intelligence for
families, schools, communities and
corporations.
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Emotional Intelligence and the Work Place –
www.ianr.unl.edu/agecon/royer/emotions.htm
Provides a review of EI in the workplace written
by Jeffrey S. Royer, with references to the
writings of Goleman, Drucker and others.
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EmotionalIQ – http://www.emotionalIQ.com
David Caruso’s web page provides up-to-date
information about the MSCEIT and may be
especially useful to researchers.
To learn more…
Books worth reading:
The Emotional Intelligence Activity
Book
by Adele B. Lynn
Working with Emotional Intelligence
by Daniel Goleman (Narrator)
Emotional Intelligence
by Daniel Goleman
Raising Your Emotional Intelligence
by Jeanne Segal
The Handbook of Emotionally
Intelligent Leadership
by Daniel A. Feldman
Emotional Intelligence PowerPoint
by Travis Bradberry, Jean Greaves
The Manager's Pocket Guide to
Emotional Intelligence by Emily A.
Sterrett
Action Plan: What’s your next step?
1. Which of the three Models of EI do
you think will most benefit your
organization?
4. What benefit(s) of EI application are
you most hoping to gain in your
workplace?
2. What do you see as roadblocks in
your organization’s achievement of
implementing an EI model?
5. Prior to this presentation, what was
your biggest misconception of EI?
5. How will you go about overcoming
these barriers?
6. How has that misconception
changed and how will you help
your co-workers to better
understand EI as well?
The end…
Thank you and good luck
with your human resource
development programs!
Produced by:
Anne Arto, Laura Hamilton, Jessica Klacynski, Jing Wang , Christie Wiley
References
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Bienn, B., & Caruso, D. (2005) Emotional intelligence today: What you need to know for testing, training and development. Retrieved July
29, 2005, from http://www.eiskills.com/index.php?page=shrm-article.htm.
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Dunn, S. (2003). An emotionally intelligent workplace culture: Is it for you? Retrieved July 29, 2005 from Author's URL:
http://www.susandunn.cc.
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Emmerling, R. J. & Goleman, D. (2003, Oct.). Emotional intelligence: Issues and common misunderstandings. Retrieved on July 29, 2005,
from http://www.eiconsortium.org/research/ei_issues_and_common_misunderstandings.htm
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Goleman, D. (1995). Emotional intelligence. New York: Bantam Books.
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Lubit, R. (2004) The tyranny of toxic managers: Applying emotional intelligence to deal with difficult personalities. Ivey Business Journal
Online, Mar/Apr 2004; ABI/INFORM Global.
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Mayer, J. D., DiPaolo, M. T., & Salovey, P. (1990). Perceiving affective content in ambiguous visual stimuli: A component of emotional
intelligence. Journal of Personality Assessment, 54, 772-781.
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Mayer, J.D. & Salovey, P. (1993). The intelligence of emotional intelligence. Intelligence, 17, 433-442. Retrieved July 29, 2005, from
http://www.unh.edu/emotional_intelligence/EIAssets/EmotionalIntelligenceProper/EI1990%20Emotional%20Intelligence.pdf
•
Mayer, J. D. & Salovey, P. (1997). What is emotional intelligence? In P. Salovey & D. Sluyter (Eds). Emotional Development and Emotional
Intelligence: Implications for Educators (pp. 3-31). New York: Basic Books.
•
Pawliw-Fry, J.P, Benjamin, B., & Steinbach, B. (2005). Institute for Health and Human Potential. Cat Tails Multimedia, Inc., Retrieved July
29, 2005, from http://www.ihhp.com/index.htm
•
Rozell, E.J., Pettijohn, C.E., & Park, R. S. (2004). Customer-oriented selling: Exploring the roles of emotional intelligence and
organizational commitment. Psychology & Marketing; Jun 2004; 21, 6: ABI/INFORM Trade & Industry.
•
Thorndike, E.L. (1920). Intelligence and its uses. Harper's Magazine, 140, 227-235. Retrieved July 29, 2005, from
http://www.unh.edu/emotional_intelligence/index.html.
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