The document discusses utilizing an emotional intelligence model to maximize return on investment for human resources in the Indian IT industry. It proposes assessing emotional intelligence among project managers and team members, providing training to develop key emotional competencies, and creating a supportive work environment. Metrics like productivity, engagement, and turnover are cited from research to demonstrate the potential financial benefits of improving emotional intelligence in organizations.
eePulse is a global HR technology and consulting firm that helps organizations improve performance through data-driven employee engagement tools. They use frequent pulse surveys and real-time reporting to provide metrics on engagement, energy, and direction. This helps organizations identify issues, engage in productive dialogues, and take targeted actions leading to measurable financial results. eePulse provides customized implementations of their proprietary technology and methodology to meet each client's unique needs.
Projects succeed though people, processes, and tools. People are the basis of processes and tools. Here's one approach to increasing the Probability of Success
The document discusses CEFE, a comprehensive training concept and methodology to strengthen competencies for entrepreneurs, employees, and managers. It uses participative training methods and an experiential learning cycle. The training includes modules on unlocking competencies, project identification, business planning, and business viability. CEFE training can be applied to start-up businesses as well as improving existing businesses. Specific sector trainings are also discussed for farming, fishery, and handicraft entrepreneurs. CEFE has been implemented in many European and Latin American countries.
Business Impact: The Long-Term Value of Metrics That Matter Medha Pratap
The document discusses the long-term value of using the Metrics That Matter (MTM) learning measurement system. It presents evidence from multiple long-term clients that have used MTM for 5+ years, finding their learning metrics improved an average of 3-5% and up to 14.9% over time. As organizations continuously measure, improve courses, and close performance gaps, learning outcomes increase. The conclusion is that continuous measurement leads to improved learning and business performance over the long-term.
Considerations to help shape future leadersMartin Crisp
1:1 coaching, tools, and online coaching can help develop leadership skills. Coaching supports increased productivity and reduced employee waste and turnover. Tools like assessments of emotional intelligence and resilience help leaders improve self-awareness and relationships. An effective provider identifies leadership challenges, develops solutions like coaching and assessments, and delivers high-quality services.
This article summarizes research showing that the predictive validity of assessment centers is declining. It explores possible reasons for this, including that:
1) Assessment centers may have become less rigorous over time in their design and implementation.
2) The skills and styles assessed in past assessments may be less relevant to today's changing leadership demands.
3) Assessment centers emphasize conformity and may fail to identify candidates with diverse strengths.
4) The competency-based model used by assessment centers is outdated and fails to assess important qualities like wisdom.
The article surveys practitioners to gather their views and estimates of candidate experiences, costs, and validity. Most remain optimistic about validity, though estimates exceed what research shows. Re-examining how
This document discusses a proposed idea called E3 (Engagement, Efficiency and Effectiveness) for 24/7 HR. It involves using puzzles and games to improve employee brain efficiency, analytical skills, and engagement. Data on puzzle performance would be captured for analytics. Effectiveness techniques like meditation and motivational videos tailored to personality assessments are also proposed. The goal is to increase employee productivity and profitability while improving work-life balance and reducing stress. Future versions may incorporate occult sciences for additional personnel development.
The document discusses conducting a training needs analysis to identify critical performance gaps, determine their causes, evaluate potential solutions like training, and calculate the projected return on investment to justify training investments before implementation. The goal is to improve work performance by addressing skill or knowledge deficiencies through appropriate and cost-effective training interventions.
eePulse is a global HR technology and consulting firm that helps organizations improve performance through data-driven employee engagement tools. They use frequent pulse surveys and real-time reporting to provide metrics on engagement, energy, and direction. This helps organizations identify issues, engage in productive dialogues, and take targeted actions leading to measurable financial results. eePulse provides customized implementations of their proprietary technology and methodology to meet each client's unique needs.
Projects succeed though people, processes, and tools. People are the basis of processes and tools. Here's one approach to increasing the Probability of Success
The document discusses CEFE, a comprehensive training concept and methodology to strengthen competencies for entrepreneurs, employees, and managers. It uses participative training methods and an experiential learning cycle. The training includes modules on unlocking competencies, project identification, business planning, and business viability. CEFE training can be applied to start-up businesses as well as improving existing businesses. Specific sector trainings are also discussed for farming, fishery, and handicraft entrepreneurs. CEFE has been implemented in many European and Latin American countries.
Business Impact: The Long-Term Value of Metrics That Matter Medha Pratap
The document discusses the long-term value of using the Metrics That Matter (MTM) learning measurement system. It presents evidence from multiple long-term clients that have used MTM for 5+ years, finding their learning metrics improved an average of 3-5% and up to 14.9% over time. As organizations continuously measure, improve courses, and close performance gaps, learning outcomes increase. The conclusion is that continuous measurement leads to improved learning and business performance over the long-term.
Considerations to help shape future leadersMartin Crisp
1:1 coaching, tools, and online coaching can help develop leadership skills. Coaching supports increased productivity and reduced employee waste and turnover. Tools like assessments of emotional intelligence and resilience help leaders improve self-awareness and relationships. An effective provider identifies leadership challenges, develops solutions like coaching and assessments, and delivers high-quality services.
This article summarizes research showing that the predictive validity of assessment centers is declining. It explores possible reasons for this, including that:
1) Assessment centers may have become less rigorous over time in their design and implementation.
2) The skills and styles assessed in past assessments may be less relevant to today's changing leadership demands.
3) Assessment centers emphasize conformity and may fail to identify candidates with diverse strengths.
4) The competency-based model used by assessment centers is outdated and fails to assess important qualities like wisdom.
The article surveys practitioners to gather their views and estimates of candidate experiences, costs, and validity. Most remain optimistic about validity, though estimates exceed what research shows. Re-examining how
This document discusses a proposed idea called E3 (Engagement, Efficiency and Effectiveness) for 24/7 HR. It involves using puzzles and games to improve employee brain efficiency, analytical skills, and engagement. Data on puzzle performance would be captured for analytics. Effectiveness techniques like meditation and motivational videos tailored to personality assessments are also proposed. The goal is to increase employee productivity and profitability while improving work-life balance and reducing stress. Future versions may incorporate occult sciences for additional personnel development.
The document discusses conducting a training needs analysis to identify critical performance gaps, determine their causes, evaluate potential solutions like training, and calculate the projected return on investment to justify training investments before implementation. The goal is to improve work performance by addressing skill or knowledge deficiencies through appropriate and cost-effective training interventions.
The document provides guidance on transitioning instructor-led training (ILT) to blended learning. It recommends conducting a needs assessment to evaluate learners, objectives, and business needs. Content is then "chopped" down and grouped into smaller "chunks" based on objectives or other logical structures. Each chunk is then "challenged" to determine the most effective learning strategy using various delivery methods like e-learning, virtual instructor-led training, or collaboration to match the type of learning. The process culminates in "changing" the materials by selecting appropriate tools and technologies to integrate the chunks into a blended solution with a consistent learner experience and logical flow.
Creating a high-performance culture — as learning and talent management professionals, this is something we hear about often. But how to do it? Join this webinar to learn how you can get the most out of an integrated human capital management system by connecting performance and learning to create a high-performance culture.
Changing the Currency: New Research on How Businesses Calculate the ROI of Ex...Andy Ramirez
The document discusses a study comparing the effectiveness of traditional versus non-traditional (hybrid) approaches to executive development. The study found that hybrid development organizations (HDOs) that use both traditional and collaborative methods achieve better outcomes in key areas like alignment, collaboration, execution, succession planning, and growth rates. HDOs foster greater alignment across the business, more open communication, faster strategic decision-making, stronger internal candidates for succession, and better revenue growth compared to organizations solely relying on traditional executive development. The findings suggest an integrated approach to leadership development best positions organizations for business success and stronger performance.
We take immense pleasure in unveiling the inaugural issue of our newsletter, “Ab Initio”. The literal translation of this Latin term is “from the beginning”, rendering it an apt name for our newsletter, which is aimed at putting forth a fundamental perspective on topical management-related issues.
Our latest brochure with the latest information on who we are, the case for action for developing the foundation for success, our practices areas and our people.
The document discusses philosophies related to enterprise architecture, technology organizations, software development methodologies, budgeting, and change management. Key points include empowering individuals and ensuring interoperability, understanding technology needs and employee skills, clear responsibilities and directives, accountability, communication, and support from management. The philosophies aim to create an environment that promotes effective technology use, reduces waste, and provides a roadmap for resources. Methodologies should be evaluated based on metrics, lessons learned, potential improvements, and remaining challenges. Budgets require alignment with goals, engagement rules, cost estimates, scope definitions, and ongoing monitoring. Building an organization involves fostering employee empowerment, accountability, common goals, and participation at all levels.
This document discusses managing diverse and geographically dispersed teams. It identifies some of the complexities in managing such teams, including predicting human behavior, cultural diversity, and integration issues. It recommends developing team discipline, using consistent processes and tools, insisting on face-to-face interactions, open communication, objective evaluation, and leveraging team power. Effective leadership, clear objectives, and positive team dynamics like establishing trust and providing recognition are also important. The document provides an example of how not managing a diverse team effectively can lead to conflicts and lack of focus. It concludes that diversity, if well-managed, can produce superior results.
UnitedLex conducted its first employee engagement survey with Great Place to Work to identify areas for improvement. The survey found strengths in customer focus but also opportunities to improve communication, compensation fairness, and management credibility. UnitedLex took actions like empowering employee fun committees, increasing manager accountability, benchmarking compensation, and improving performance management transparency. These efforts led to a 19% increase in engagement scores and reduced attrition. UnitedLex continues owning actions at the business unit level and empowering employees to sustain improvements.
The document summarizes a study conducted by NASA to identify behavioral competencies of highly regarded systems engineers. It describes the methodology used, which involved interviewing and observing 37 systems engineers across NASA centers. The study identified 13 behavioral competencies grouped under themes of leadership, communication, problem solving, and attributes. Key differences from a similar study at JPL included NASA systems engineers placing more emphasis on face-to-face interaction and use of visuals. Future areas of study are also outlined.
THE IMPERATIVE TO BUILD A RESILIENT AND AGILE ORGANIZATION—ONE MINDSET AT A TIMEHuman Capital Media
“Resiliency” and “Agility” are so often discussed yet rarely understood in the context of implementing these skills within organizations. Companies increasingly recognize the need to evolve the organization in order to grow or at least keep pace in a climate where innovation is critical to success—or even survival. But your people don’t know how to unlock their potential.
Why? Human brains aren’t naturally wired to deal with or initiate change. Our cognitive biases hold us back from adapting to the most common disruptions thrust upon us. They also stop us from inciting the kind of innovative thought that ultimately benefits our organizations and ourselves.
These facts of nature are in direct conflict with the realities of your business needs, aren't they?
Fortunately, research has proven we can retrain our brains to be more Resilient and Agile at any age and stage in our career. Join Dr. Casey Mulqueen and David Collins, two behavioral learning experts who’ve helped people develop Adaptive Mindsets all around the world, as they share with you:
What it means to be Resilient and Agile and why it’s critical to develop these skills
Strategies to change individuals’ behavior to positively impact the entire organization
How other companies have employed successful Resiliency and Agility training
This document defines key concepts related to learning and performance management. It discusses classical and operant conditioning, reinforcement and punishment strategies, goal setting, performance measurement, feedback, and mentoring. The main points covered are how behavior is modified through experience using consequences, the characteristics of effective goals, measuring actual versus perceived performance, developing employees through feedback and coaching, and attributing causes of behavior.
This document defines key concepts related to learning and performance management. It discusses classical and operant conditioning, reinforcement and punishment strategies, goal setting, performance measurement, feedback, and attribution theory. Effective performance management involves defining goals, measuring performance, providing feedback, and improving performance over time through coaching.
Strategic alignment of horizontal and vertical pmo goals finalTathagat Varma
This document discusses strategies for aligning the goals of horizontal strategic programs and vertical programs in an organization. Vertical programs are focused on product delivery and execute tangible elements of strategy. Horizontal programs address softer, intangible elements like culture change and organizational excellence that span the entire organization. The author proposes that goals be negotiated for both types of programs and tracked together to ensure strategic alignment. A case study of strategic horizontal programs at Yahoo! R&D India is also mentioned.
This document describes how an IT services organization transformed its "bench" resources into a learning organization. The organization faced issues with associates on the bench feeling unproductive and demotivated. It was also difficult to continuously enhance employee skills due to costs.
The author led an initiative over 14 months to manage, nurture and mature over 400 consultants across different capabilities and geographies. Associates on the bench were engaged in activities like creating reusable components, training, knowledge sharing and publishing white papers.
This transformation approach resulted in benefits such as reduced attrition, increased productivity and deployability. It also led to improved employee satisfaction, motivation and the creation of a learning culture within the organization.
This document summarizes an upcoming presentation on ethics versus business interests in project management. The presentation will use case studies and examples from professional forums to illustrate common ethical dilemmas project managers may face at different stages of a project's lifecycle. It will also discuss how ethical standards may vary in different regions and industries. The goal is for project managers to learn how to recognize and address potential ethical issues so they are prepared to handle similar situations in the future.
This survey of over 6,000 HR professionals found that most organizations have employee recognition programs to improve morale and engagement. A majority of organizations tie their programs to core values. Recognition programs are associated with increased engagement and productivity as well as decreased turnover. The top challenges for HR include succession planning, engagement, and culture management.
This document discusses how to optimize behavior change initiatives for business impact. It notes that while companies spend significant resources on change initiatives, only about 50% are considered successful according to surveys. The key factor in determining success is behavior change within the organization. However, most companies do not effectively sustain behavior change over time. The document recommends focusing on aligning stakeholders before training, choosing the right learning content and methods, and sustaining behavior change after training through tools, metrics and manager support. It provides examples of how to improve focus on aligning, equipping and sustaining employees to drive lasting behavior change that achieves business goals.
The document discusses how emerging economies, the financial crisis, and Generation Y are changing the face of project management. It provides tips on how project managers can adapt to these changes, such as gaining knowledge of local business models in emerging economies and using agile approaches. It also presents a case study of how a project manager dealt with an existing project being opened to bidding due to the financial crisis. The document advocates that project managers embrace continuous improvement, generate peer pressure for accountability, and adopt an innovation framework to adapt to the changing project management landscape.
This document discusses bridging the gap between traditional project management and the expectations of the "Facebook generation". It proposes adapting a new management style focused on transparency, value creation, and flattening hierarchies. Specifically:
1) The "Mirror-Mirror" concept helps managers understand their starting point and focus areas for improvement to achieve goals.
2) Emphasis is placed on winning stakeholder confidence through transparency.
3) Managers think long-term and include more people in planning for transparency.
4) Multiple solutions are explored during execution to maximize value for all parties.
The document discusses the challenges of managing multi-country projects and proposes an approach using abstract and agile scheduling. It highlights difficulties like budget forecasting, resource management, and tracking across locations. The approach uses an abstract schedule for high-level planning and portfolio management, with agile detailed schedules managed quarterly by teams. Collaboration is enabled through a web tool for tasks, time tracking, documents and issues. This framework aims to provide simplicity and visibility while allowing flexibility.
The document provides guidance on transitioning instructor-led training (ILT) to blended learning. It recommends conducting a needs assessment to evaluate learners, objectives, and business needs. Content is then "chopped" down and grouped into smaller "chunks" based on objectives or other logical structures. Each chunk is then "challenged" to determine the most effective learning strategy using various delivery methods like e-learning, virtual instructor-led training, or collaboration to match the type of learning. The process culminates in "changing" the materials by selecting appropriate tools and technologies to integrate the chunks into a blended solution with a consistent learner experience and logical flow.
Creating a high-performance culture — as learning and talent management professionals, this is something we hear about often. But how to do it? Join this webinar to learn how you can get the most out of an integrated human capital management system by connecting performance and learning to create a high-performance culture.
Changing the Currency: New Research on How Businesses Calculate the ROI of Ex...Andy Ramirez
The document discusses a study comparing the effectiveness of traditional versus non-traditional (hybrid) approaches to executive development. The study found that hybrid development organizations (HDOs) that use both traditional and collaborative methods achieve better outcomes in key areas like alignment, collaboration, execution, succession planning, and growth rates. HDOs foster greater alignment across the business, more open communication, faster strategic decision-making, stronger internal candidates for succession, and better revenue growth compared to organizations solely relying on traditional executive development. The findings suggest an integrated approach to leadership development best positions organizations for business success and stronger performance.
We take immense pleasure in unveiling the inaugural issue of our newsletter, “Ab Initio”. The literal translation of this Latin term is “from the beginning”, rendering it an apt name for our newsletter, which is aimed at putting forth a fundamental perspective on topical management-related issues.
Our latest brochure with the latest information on who we are, the case for action for developing the foundation for success, our practices areas and our people.
The document discusses philosophies related to enterprise architecture, technology organizations, software development methodologies, budgeting, and change management. Key points include empowering individuals and ensuring interoperability, understanding technology needs and employee skills, clear responsibilities and directives, accountability, communication, and support from management. The philosophies aim to create an environment that promotes effective technology use, reduces waste, and provides a roadmap for resources. Methodologies should be evaluated based on metrics, lessons learned, potential improvements, and remaining challenges. Budgets require alignment with goals, engagement rules, cost estimates, scope definitions, and ongoing monitoring. Building an organization involves fostering employee empowerment, accountability, common goals, and participation at all levels.
This document discusses managing diverse and geographically dispersed teams. It identifies some of the complexities in managing such teams, including predicting human behavior, cultural diversity, and integration issues. It recommends developing team discipline, using consistent processes and tools, insisting on face-to-face interactions, open communication, objective evaluation, and leveraging team power. Effective leadership, clear objectives, and positive team dynamics like establishing trust and providing recognition are also important. The document provides an example of how not managing a diverse team effectively can lead to conflicts and lack of focus. It concludes that diversity, if well-managed, can produce superior results.
UnitedLex conducted its first employee engagement survey with Great Place to Work to identify areas for improvement. The survey found strengths in customer focus but also opportunities to improve communication, compensation fairness, and management credibility. UnitedLex took actions like empowering employee fun committees, increasing manager accountability, benchmarking compensation, and improving performance management transparency. These efforts led to a 19% increase in engagement scores and reduced attrition. UnitedLex continues owning actions at the business unit level and empowering employees to sustain improvements.
The document summarizes a study conducted by NASA to identify behavioral competencies of highly regarded systems engineers. It describes the methodology used, which involved interviewing and observing 37 systems engineers across NASA centers. The study identified 13 behavioral competencies grouped under themes of leadership, communication, problem solving, and attributes. Key differences from a similar study at JPL included NASA systems engineers placing more emphasis on face-to-face interaction and use of visuals. Future areas of study are also outlined.
THE IMPERATIVE TO BUILD A RESILIENT AND AGILE ORGANIZATION—ONE MINDSET AT A TIMEHuman Capital Media
“Resiliency” and “Agility” are so often discussed yet rarely understood in the context of implementing these skills within organizations. Companies increasingly recognize the need to evolve the organization in order to grow or at least keep pace in a climate where innovation is critical to success—or even survival. But your people don’t know how to unlock their potential.
Why? Human brains aren’t naturally wired to deal with or initiate change. Our cognitive biases hold us back from adapting to the most common disruptions thrust upon us. They also stop us from inciting the kind of innovative thought that ultimately benefits our organizations and ourselves.
These facts of nature are in direct conflict with the realities of your business needs, aren't they?
Fortunately, research has proven we can retrain our brains to be more Resilient and Agile at any age and stage in our career. Join Dr. Casey Mulqueen and David Collins, two behavioral learning experts who’ve helped people develop Adaptive Mindsets all around the world, as they share with you:
What it means to be Resilient and Agile and why it’s critical to develop these skills
Strategies to change individuals’ behavior to positively impact the entire organization
How other companies have employed successful Resiliency and Agility training
This document defines key concepts related to learning and performance management. It discusses classical and operant conditioning, reinforcement and punishment strategies, goal setting, performance measurement, feedback, and mentoring. The main points covered are how behavior is modified through experience using consequences, the characteristics of effective goals, measuring actual versus perceived performance, developing employees through feedback and coaching, and attributing causes of behavior.
This document defines key concepts related to learning and performance management. It discusses classical and operant conditioning, reinforcement and punishment strategies, goal setting, performance measurement, feedback, and attribution theory. Effective performance management involves defining goals, measuring performance, providing feedback, and improving performance over time through coaching.
Strategic alignment of horizontal and vertical pmo goals finalTathagat Varma
This document discusses strategies for aligning the goals of horizontal strategic programs and vertical programs in an organization. Vertical programs are focused on product delivery and execute tangible elements of strategy. Horizontal programs address softer, intangible elements like culture change and organizational excellence that span the entire organization. The author proposes that goals be negotiated for both types of programs and tracked together to ensure strategic alignment. A case study of strategic horizontal programs at Yahoo! R&D India is also mentioned.
This document describes how an IT services organization transformed its "bench" resources into a learning organization. The organization faced issues with associates on the bench feeling unproductive and demotivated. It was also difficult to continuously enhance employee skills due to costs.
The author led an initiative over 14 months to manage, nurture and mature over 400 consultants across different capabilities and geographies. Associates on the bench were engaged in activities like creating reusable components, training, knowledge sharing and publishing white papers.
This transformation approach resulted in benefits such as reduced attrition, increased productivity and deployability. It also led to improved employee satisfaction, motivation and the creation of a learning culture within the organization.
This document summarizes an upcoming presentation on ethics versus business interests in project management. The presentation will use case studies and examples from professional forums to illustrate common ethical dilemmas project managers may face at different stages of a project's lifecycle. It will also discuss how ethical standards may vary in different regions and industries. The goal is for project managers to learn how to recognize and address potential ethical issues so they are prepared to handle similar situations in the future.
This survey of over 6,000 HR professionals found that most organizations have employee recognition programs to improve morale and engagement. A majority of organizations tie their programs to core values. Recognition programs are associated with increased engagement and productivity as well as decreased turnover. The top challenges for HR include succession planning, engagement, and culture management.
This document discusses how to optimize behavior change initiatives for business impact. It notes that while companies spend significant resources on change initiatives, only about 50% are considered successful according to surveys. The key factor in determining success is behavior change within the organization. However, most companies do not effectively sustain behavior change over time. The document recommends focusing on aligning stakeholders before training, choosing the right learning content and methods, and sustaining behavior change after training through tools, metrics and manager support. It provides examples of how to improve focus on aligning, equipping and sustaining employees to drive lasting behavior change that achieves business goals.
The document discusses how emerging economies, the financial crisis, and Generation Y are changing the face of project management. It provides tips on how project managers can adapt to these changes, such as gaining knowledge of local business models in emerging economies and using agile approaches. It also presents a case study of how a project manager dealt with an existing project being opened to bidding due to the financial crisis. The document advocates that project managers embrace continuous improvement, generate peer pressure for accountability, and adopt an innovation framework to adapt to the changing project management landscape.
This document discusses bridging the gap between traditional project management and the expectations of the "Facebook generation". It proposes adapting a new management style focused on transparency, value creation, and flattening hierarchies. Specifically:
1) The "Mirror-Mirror" concept helps managers understand their starting point and focus areas for improvement to achieve goals.
2) Emphasis is placed on winning stakeholder confidence through transparency.
3) Managers think long-term and include more people in planning for transparency.
4) Multiple solutions are explored during execution to maximize value for all parties.
The document discusses the challenges of managing multi-country projects and proposes an approach using abstract and agile scheduling. It highlights difficulties like budget forecasting, resource management, and tracking across locations. The approach uses an abstract schedule for high-level planning and portfolio management, with agile detailed schedules managed quarterly by teams. Collaboration is enabled through a web tool for tasks, time tracking, documents and issues. This framework aims to provide simplicity and visibility while allowing flexibility.
This document discusses proven practices for measuring learning impact. It explores eight initiatives for measuring learning that can demonstrate impact, including turning satisfaction surveys into predictive data, using the human capital approach to estimate performance change, and leveraging business impact templates. The challenges of demonstrating business impact, reducing "scrap learning", and measuring informal learning are also addressed.
This document discusses achieving delivery excellence in projects. It defines delivery excellence as going beyond just quality to be "extremely good". It identifies critical success factors for delivery excellence like customer satisfaction, employee satisfaction, and business growth. It also discusses key metrics for measuring delivery excellence like revenue growth, customer satisfaction levels, and defect density. Finally, it recommends tools and techniques for organizations to achieve delivery excellence, such as innovation, automation, and competency development.
The document discusses a new project management trend called Globally Distributed Delivery Model (GDDM). GDDM involves managing projects with teams located across multiple locations, time zones, cultures and service providers. The key challenges of GDDM include effective communication, collaboration and cultural differences across distributed teams. Some strategies to overcome these challenges are establishing clear communication frequencies and methods, developing trust among team members, and understanding cultural differences. The document provides best practices for project managers to successfully execute GDDM projects.
This document provides a case study of a successful project delivery by Tata Consultancy Services (TCS) as the System Integrator for a telecom company. The project involved developing systems to launch new fixed mobile convergence services within an aggressive 12 week timeline. TCS faced challenges with the tight schedule, evolving requirements, and dependencies on multiple vendors. To overcome these, TCS adopted an agile approach with MoSCoW prioritization, time-boxed delivery waves, robust governance of vendors, and active stakeholder management. These practices helped TCS deliver the project on budget and meet the client's timelines, demonstrating effective project management.
Technology and the changing face of educationdwesting
The document discusses how education needs to change to prepare students for the 21st century workforce. It notes that basic skills are no longer enough and that students need skills like problem solving, communication, and analyzing information. It also provides examples of new technologies and tools that can help develop these skills, such as mobile learning, virtual worlds, and social networking platforms. It advocates shifting education from the industrial age model to one focused on creativity, innovation, and digital literacy.
Beyond Smiley Sheets: Measuring the ROI of Learning and DevelopmentKip Michael Kelly
The stock prices of companies rise more when employers invest more in employee training. Yet, learning and development professionals often struggle to obtain program funding because they lack metrics to confirm the programs’ impact. This UNC Executive Development white paper shows how HR and talent management professionals can demonstrate the bottom-line impact of L&D projects to senior executives. Specifically, it:• Reviews how to evaluate L&D programs on four key levels• Discusses the challenges in assessing value for new and existing L&D development initiatives• Offers suggestions for ensuring L&D evaluations reflect what executive leadership expects• Provides steps to consider when calculating the ROI of L&D development programs• Shares examples of companies that have effectively demonstrated the value of their L&D programsL&D programs make a bottom-line difference. This white paper helps HR and talent professionals show just how valuable that bottom-line difference is.
The document summarizes an ROI case study on a coaching program called "Coaching for Business Impact" implemented by the Nations Hotel Learning Organization. The program involved 14 steps including voluntary participation, self-assessment, goal setting, action planning, and progress reviews. Objectives were defined at different levels including reaction, learning, application, impact, and ROI. A data collection plan was developed to measure outcomes at each level using methods like questionnaires, action plans, and company records. The case study aimed to provide insights into how coaching creates value and measure the actual ROI for the coaching project.
This document discusses the evolving role of industrial engineering (IE) in helping organizations achieve excellence. It notes that while the basic goals of IE around productivity, quality and responsiveness remain the same, the methods and areas of implementation have changed. IE now focuses on new approaches like ERP, CRM and analytics to optimize systems and processes. It also discusses key domains of excellence like customer value, strategic focus and process excellence that IE can help organizations improve through methods analysis, work design and incentivizing employees while considering customers. The role of IE is seen as vital in helping organizations transform and excel in today's volatile, uncertain environment.
The document describes MAP (Managerial Assessment of Proficiency), a comprehensive management development system that assesses managers across 12 competencies. It uses a video-based simulation to benchmark participants against over 75,000 managers. The assessment identifies development areas and managers create individual plans. Training programs are available to improve competencies. The system aims to convince managers of the need for change through objective benchmarking against thousands of other managers.
Emotional Intelligence (EI) helps measure and develop high-performance behaviors in employees using the validated Emotional and Social Intelligence Competency Inventory (ESCI). The ESCI measures 12 EI competencies through a 360-degree assessment and provides individualized feedback reports to help employees strengthen their EI. Research shows that EI accounts for two-thirds of the difference between average and top performers and is particularly important for complex roles. Organizations that implement the ESCI see benefits like enhanced innovation, faster change acceptance, better resource use, and improved motivation and collaboration.
Performance appraisal system & Management systems of various companiesSheryl Mehra
This document summarizes and compares the performance management systems of Google, Apple, Statoil, Coca Cola, and IBM. At Google, goals are jointly set by managers and individuals and form the basis for assessment. Training and development aims to equip individuals with needed skills. Assessment is 360 degrees based on goals. High performance is highly rewarded. At Apple, goals are discussed by managers and individuals and individuals are measured on agreed goals. Training ensures additional skills beyond job requirements. Leadership leads by example. High performance is rewarded through a partnership program. Statoil's planning includes understanding risk and actions to meet targets. Goals are set through feedback and surveys. There is ongoing training and constant review and feedback.
Soft skills improvement is perceived as something intangible and doesn’t demonstrate increased results immediately. It can be labor intensive to observe each employee who is trained for different skills. To measure these skills correctly, it takes an unbiased professional to evaluate the behavioral changes. To develop effective measures of soft skills training, it is important to understand some of the drivers for implementing these programs in the first place. Many organizations implement soft skills programs to drive the professional development and growth of their employees. Organizations may identify key values and/or competencies and then build a training program to instill the values within their participants. In this session, we’ll discuss developing a plan for ROI to effectively measure the program and deliver quantifiable metrics to the organization.
Join us for this complimentary TICE Virtual Conference session. Your host, Julie Kirsch, director of program development at CohnReznick, will explore the challenges of measuring soft skills training, discuss how soft skills impact the business performance and strategies, and the various approaches that can be used to measure the program(s).
Business Relevant Ways to Convey Learning Impact to ExecutivesMedha Pratap
This document discusses how to convey learning impact to executives through metrics reporting. It outlines elements of balanced executive reporting, including outcome, effectiveness, and efficiency metrics. Sample metrics include employee contribution margin, knowledge gain, and costs. The document presents examples of linking learning programs to business outcomes through methods like surveys, correlations between training and performance, and comparing trained and untrained groups. It emphasizes using data to improve processes and decision making.
ENGAGEMENT VS. DISENGAGEMENT: WHAT IT DOES TO YOUR COMPANY AND HOW TO GET YOU...Human Capital Media
Studies show that 45% of employees are only partially engaged in their work and 26% are completely unplugged. Low engagement leads to low performance, which leads to lower profits for your organization. So, what is engagement anyway? And how do we get employees to truly engage? In this webinar, Bridge by Instructure Product Marketing Manager Ike Bennion will show us the ramifications of engagement and disengagement and how each role in your company can become truly engaged.
Join us for our webinar where you’ll learn how to:
Identify individual employees who need to maximize engagement and how to provide it to them
Deputize managers in enhancing engagement
Strategies to help your company “lead from the top” and align executives to employee engagement efforts
IRJET- Performance Management and its Counseling in Manufacturing UnitsIRJET Journal
1. The document discusses performance management and counseling in manufacturing units. It aims to maximize profits and decrease costs through effective performance management.
2. If performance is not satisfactory, employees are counseled and motivated to improve. Proper training is also provided. Counseling and training help to avoid low production.
3. Effective performance management, counseling, and motivation can help achieve organizational goals like profit maximization and increased production through improved employee performance.
The document discusses leadership development and the LMI Total Leader program. It provides an overview of LMI's vision, mission and purpose to develop leaders and organizations to their full potential. It then summarizes LMI's offering which includes a needs assessment, aligning goals, selecting the best development plan, implementing it, and measuring results. Finally, it outlines the Total Leader solution and its four key elements: personal productivity, personal leadership, strategic leadership, and motivational leadership.
This presentation is a book review of the Fail-Safe Leadership book which provides a candid look at leadership processes, managerial effectiveness, and describes more efficient and effective processes to improve the results of your team. Contact us for more information at dave.gregory@inspiredperformancesolutions.com
Ssw coaching for high performance training for corporate executivesSoft Skills World
soft skills world proposes high performance
training for corporate executives. call to connect on 09818493659 or write to us on info@softskillsworld.com
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1. Aum gam ganapataye namya.
Utilizing a Emotional
Intelligence Model to
Maximize ROI for
Human Resources in
Indian IT Industry
Rebecca Lacy
Pinnacle Management Group
Shailendra Kadre
Niche Quality Consultants Pvt. Ltd.
2. Contents
1.1 Abstract 3
1.2 Keywords: 3
1.3 Abbreviations Used 3
1.4 Introduction 3
1.5 Fact Files (financial rewards of EQ Based Trainings) 4
1.6 The Scope 4
1.7 EI @ Work – Project Managers 5
1.8 EI @ Work – Creating Star Performers 5
1.8.2 Assess & Prepare 7
1.8.3 Build & Improve 7
1.8.4 Support & Re-Evaluate 7
1.9 EI @ Work – Work Environment 7
1.10 EI Innervations: The Stake Holders 9
1.11 EI Based Interventions: Recommend Economic Value Analysis (EVA) 9
1.11.1 Step 1: Define Performance Criterion 10
1.11.2 Step 2: Develop a Business Case 10
1.11.3 Step 3: Design Course and Evaluation 10
1.11.4 Step 4: Train, Monitor, and Coach 10
1.12 EI Based Interventions: Measuring Training Effectiveness (ROI) 10
1.13 EI Based Interventions: Literature 10
1.14 EI Based Interventions: Critical Success factors 11
1.15 EI Based Interventions: Demonstrated Results 11
1.16 Conclusion 11
1.17 References 12
1.18 Authors Profile 13
2|Page
3. 1.1 Abstract
The Team Performance, Individual Performance and the overall work environment has
a great effect on the success or failure of an IT Project. In case of large projects if a
Project Manager has a handle on these parameters and if she can maneuver them
towards positive direction to her advantage, the chances of success increase manifold.
This paper briefly describes an Emotional Intelligence (EI) based model as a tool in
the hands of a Project Manager to increase overall team performance and to cut down
on unnecessary training and development costs. The model is discussed as a concept
and from implementation point of view. ROI calculations and other matrices to
measure the process effectiveness are also presented.
1.2 Keywords:
Emotional intelligence, Individual Performance, IT Project, Matrices, Process
Effectiveness, ROI, Team Performance, EI Innervations-training programs conducted
by HR on request of delivery teams.
Target Audience: Senior Management/Mid Level Managers in IT and Business.
1.3 Abbreviations Used
CEO, CTO, EI, EQ, EVA, HR, IQ, PM, PMO, ROI, TOC, VP-HR
1.4 Introduction
Project manager’s today are appreciative of the heavy costs involved in doing things
badly in the area of managing performance for the team as well as for a team member.
Poor performance management practices can result in direct losses as reduced
productivity. If the performance problems are proactively discovered and addressed
many of those productivity problems can be eliminated. Employees subjected to poor
performance management practices are likely to get upset, angry, demoralized and
de-motivated.
An employee will never come to a manager with a problem, if she believes the
manager will use that information to blame her later on; and going by experience we
know, her worries are not totally baseless. In such a work environment, the manager
looses respect from his team and he has hardly any idea of what’s going on. All this
can have a serious effect on quality of decisions due to that lack of information &
ultimately on the probability of project’s success.
In Working With Emotional Intelligence, Daniel Goleman reported that 80-90% of the
competencies that differentiate top performers are in the domain of emotional
Intelligence (EI).[4] While IQ and other factors are important, it's clear that emotional
Intelligence is essential to optimal performance.
EQ & IQ are very familiar concepts now. They are repeated here just for the sake of
completeness.
3|Page
4. 1.4.1 What is EQ?
Some people just know how to get along with others; some people are more self-
confident, and some are great at inspiring people. All these come from a set of skills
called emotional intelligence, or EQ. Additional EQ skills are identifying and changing
emotions, motivating yourself, and empathizing with another person. Almost anyone
can learn the EQ skills to build more successful relationships. For children, an
important result of emotional intelligence is stronger friendships and better grades. For
adults, EQ skills are critical for leadership, teamwork, customer care, personal
relationships, and for health
1.4.2 What is IQ?
IQ is the measure of cognitive abilities, such as the ability to learn or understand or to
deal with new situations; the skilled use of reason; the ability to apply knowledge to
manipulate one's environment or to think abstractly as measured by objective criteria
(as tests); mental acuteness; logic and analytical skills.
1.5 Fact Files (financial rewards of EQ Based
Trainings)
The link between EQ and leadership was also clear at PepsiCo. In a pilot project,
executives selected for EQ competencies far outperformed their colleagues, delivering:
10% increase in productivity.
87% decrease in executive turnover ($4m).
$3.75m added economic value.
Over 1000% return on investment [5]
In other words, emotional intelligence has a profound impact on productivity and
Individual success. Perhaps that's one reason why after a Motorola manufacturing
facility used Heart Math’s stress and EQ programs, 93% of employees had an
increase in Productivity. [6]
The Gallup research on "engagement" (a sense of emotional connection to the
organization) makes the case for the financial rewards of enhancing EQ in
organizations. Teams with higher engagement -- caring -- were:
50% more likely to have lower turnover.
56% more likely to have higher-than-average customer loyalty.
38% more likely to have above-average productivity.
27% more likely to report higher profitability.[7]
1.6 The Scope
Keeping all other factors constant, work environment & performance management
practices alone can have a decisive effect on the fate of a project or a company. A
flood of research on the topic gives clear indications of correlation between EI &
4|Page
5. performance at work place. Unlike IQ a person can be trained to increase her level of
Emotions Intelligence, to enhance individual performance as well as contribution as a
team player. This paper discusses some EI based methodologies for managing work
environment and performance. ROI calculations and usable matrices to measure the
process effectiveness are also discussed.
1.7 EI @ Work – Project Managers
Project managers (as leaders) can stay ahead of the game, by managing the mood of
the team, and by being both self-aware and open to the needs of those around them.
This involves being personally knowledgeable about the dynamics of the emotions
and having an appraisal system in place that encourages and notes how people
express those emotions.
Managers have to establish and maintain your own personal learning agenda. This
means a continuing exploration of one’s own limitations and insecurities. Goleman
makes it clear that self awareness means facing fears and insecurities on an
emotional level. Leaders then need to practice EI in the workplace and get constant
feedback on their new skills.
Turning now, to practical learning terms, what methods can project managers put in
place to raise their EQ? In short, the more emotions managers as leader are aware of
in their daily life – the more options become available, as they start very easily to
recognize certain traits in others. But the flip side of the coin is: they shouldn’t get
ruled by the emotions of others. They need to retain the setout course, and manage
conflicts in a reasoned way. Rapport is essential, but in the end as a leader, they will
be the decision makers.
Crash course in EI is needed? Goleman’s research has shown that as with most new
things we study, it can take time to re-educate the brain to behave differently, where
perhaps habits are ingrained. But this has to be blended with the fact that some
people, for example, already have much more sensory acuity than others; some have
a genetic disposition or a natural understanding of emotions. So, EI is like everything
that is worthwhile in life, it needs first, a sound understanding of the basics and then a
regular application to develop it fully and effectively.
1.8 EI @ Work – Creating Star Performers
An individual competency can be measured reliably at statistical levels of significance.
Figure 1 presents Goleman’s EI framework - twenty competencies nest in four clusters
of general EI abilities.
5|Page
6. Figure 1 – Gloeman’s Framework of Emotional Competencies
1.8.1.1 Self 1.8.1.2 Other
(Personal Competence) (Social Competence)
1.8.1.4.1 Recognition 1.8.1.5 Self-Awareness 1.8.1.6 Social Awareness
• Emotional Self- • Empathy
awareness • Service orientation
• Accurate self- • Organizational awareness
assessment
• Self-confidence
1.8.1.6.1 Regulation 1.8.1.7 Self-Management 1.8.1.8 Relationship
Management
• Self-control
• Trustworthiness • Developing others
• Conscientiousness • Influence
• Adaptability • Communication
• Achievement drive • Conflict management
• Initiative • Leadership
• Change catalyst
• Building bonds
• Teamwork & collaboration
For top performance a person must master a mix of competencies, not just one or two.
Dr. David McClelland (a professor of Goleman) found that ‘stars’ are talented in
competencies across the board. A 1997 study performed by Dr. Lyle Spencer of more
than 300 top-level executives from fifteen global companies showed that six emotional
competencies distinguished stars from the average: Influence, Team Leadership,
Organizational Awareness, Self-Confidence, Achievement Drive, and Leadership.
Emotional competence can’t be improved overnight – the emotional brain changes its
habits over weeks and months, not hours and days. It just takes a realization that
emotional learning is different from cognitive and technical learning, and it requires a
different approach to development.
Figure-2 shows a team centered leadership methodology [1] designed for developing
or increasing emotional competencies that closely follows these guidelines for
emotional learning. This methodology has been successfully applied for IT projects
involving large teams.
Figure 2 – Team Centered Leadership Process
Assess & Build & Support &
Prepare Improve Re-
evaluate
Individuals that show a desire to change/improve are more likely to perform as stars.
Described below are the process steps.
6|Page
7. 1.8.2 Assess & Prepare
Assessing what is required for success
Assessing the individual
Gauging readiness
Motivating for change
1.8.3 Build & Improve
Provide maximum opportunity for practice during the formal workshops and after
Have focused and sustained feedback during the workshop as an individual
practices new behaviors
Use experiential methods in the workshop
Use models in the workshops
Build support for the individual
1.8.4 Support & Re-Evaluate
This part of the process should leverage off the Build & Improve step and should
include:
Providing reinforcement capabilities
Providing access to coaching and other types of support
Providing feedback
Re-evaluating and changing as necessary
1.9 EI @ Work – Work Environment
The studies relating work environment & performance of a team are much more
germane than it was 50 years back. Discussed here is the imPACT Model™ [1], an EI
based framework, which illustrates how typical behaviors, attitudes and activities can
impact any team’s delivery capabilities.
7|Page
8. Figure -3 A graphical representation of imPACT Model™ used in assessments
The model is divided into 4 quadrants each representing a personality style
(Driver,Expressive, Amiable and Analytic). Personality styles are incorporated
because it is an effective way to get everyone to understand his or her influence on
the team. The 2 styles located in the upper quadrants typically control their emotions
more than those in the lower quadrant. This creates a commonality for Driver and
Analytic, and a commonality for Amiable and Expressive. Likewise, the two quadrants
on the left are typically less assertive than those on the right creating a commonality
for Analytic and Amiable, and a commonality for Driver and Expressive. This means
that Driver and Amiable, and Analytic and Expressive have the least in common,
creating greatest opportunities for tension and misunderstandings. This does not
mean, however, that miscommunication cannot happen between any pairings. Each of
the quadrants are broken into four elements –Communication, Trust, Alignment (how
well the team is working toward a common vision of the future), and Productivity (how
well resources are being utilized in a continuously improving manner) Each of the
terms listed for the elements are typical behaviors, activities and attitudes that impact
those elements. The Blue, or productive, terms represent behaviors, activities and
attitudes that are assisting the organization to move toward its vision for the future.
The Red, or counter-productive, terms are moving the organization away from the
vision.
8|Page
9. As a way to visualize this (in model) – Imagine that the black ring dividing the red
and blue terms represents when you walk in the door in the morning. From the time
you turn on the lights, every activity that takes place is going to cost resources. Some
of those activities will take you toward your goals, others will pull you away. Thus, if an
activity is pulling you away, you are spending money to go in the wrong direction. In
order to move toward your vision, you must then spend money to get back to your
baseline (the black ring) to undo the damage done by the counter-productive activities.
Then you must expend funds to continue to move forward toward your vision. Thus, it
is easy to reason that an organization could expend $3 for every $1 of forward
movement if there is not a concerted effort to minimize all counterproductive behaviors,
activities and attitudes. This also accounts for the red having a much larger
representation on the template than blue.
If you look at a term in one quadrant and trace to the opposite quadrant in the same
element, you will see typical cause/effect relationships. For example, look at Driver’s
communication. They may be perceived as being pushy. As a result, Amiables will
tend to go passive when they encounter such behavior. The converse is also true.
When an Amiable appears to be passive, a Driver can get pushier out of frustration.
This helps individuals understand that they are often getting the wrong response from
others because of their own actions. When behaviors, activities and attitudes remain
in the blue or productive, the responses received are almost always also in the blue.
The model is used effectively in numerous real life scenarios for an objective
assessment [1].
1.10 EI Innervations: The Stake Holders
In EI based HR interventions (need based training programs by HR) to enhance
project team performance, major stake holders are Project Manager, Team, Function
Heads and Training / HR Managers. An external consultant may be needed as these
trainings are not yet a main stream business. Training program may be of longer
durations so sparing team and manager from day to day functioning can be a
challenging task. This cost should also be added to investments while calculating ROI.
HR managers have to present a robust business case to the top management and
after the training the investments have to be justified in an objective way by validating
the projected ROI against what is achieved [2]. Fortunately enough data is available in
the literature to prepare initial case before a business case specific to the project team
is made. EI based training programs can be more effective when included in the
company’s long term strategic plans. It may be worthwhile to include EI based training
programs as an element of the strategic plan either at the company level or at the
department level – to ensure that companies recognize the importance and budget
accordingly.
1.11 EI Based Interventions: Recommend
Economic Value Analysis (EVA)
A five step model for developing business cases for, and evaluating,: Emotional
Intelligence Competency (EI)-based HR trainings (interventions), is given below. Lyle
Spencer [2]
9|Page
10. 1.11.1 Step 1: Define Performance Criterion
Most firms have explicit performance variables, but this needs to be analyzed to
determine what management really values. Performance variables can vary
depending upon the role; examples are revenues, improvement in productivity and
operational efficiency, sales of new products and services, and customer satisfaction.
1.11.2 Step 2: Develop a Business Case
The first question in developing a business case should always be: is there enough
variance in the value of performance to make investment in EI based trainings
worthwhile? This will involve calculating Expected EVA and ROI. A sensitivity
analyses may be needed to calculate the probability of achieving a significant ROI,
details of which are out of scope of this paper.
1.11.3 Step 3: Design Course and Evaluation
Ideally, competency-based training uses experiential adult learning methods to
develop individual competencies, gives trainees opportunities to practice using
competencies, and follows training with on-the-job action learning projects in which
trainees apply competencies (with coaching, feedback, and technical assistance from
instructor-consultants) to implement best practices used by superior performers to
improve results.
1.11.4 Step 4: Train, Monitor, and Coach
In this step the training is actually conducted and follow-up activities such as
monitoring and coaching are provided to assist trainees in applying learning to
improving business results.
1.12 EI Based Interventions: Measuring Training
Effectiveness (ROI)
The objective rating of employees can measured by say $ value of goods sold, or
value added in as estimated by employer in other jobs. ROI for EI based training
program can be done by many ways. A more obvious method would be to establish an
equivalent control Group and also establish a training group. The control group will not
undergo the training. Now a comparison of revenue generated by both the groups will
be an objective measure of training effectiveness. A comprehensive mathematical
analysis on ROI calculation is not considered here due to space limitations. Lyle
Spencer [2] gives an exhaustive mathematical treatment on EVA and ROI, which may
be considered by the HR managers.
1.13 EI Based Interventions: Literature
Existing literature on EI has concentrated on demonstrating the effects of EI on either
the mental health or on job outcomes such as job attitudes and performance. There is
relatively little discussion concerning how EI, as a set of interrelated abilities about
handling emotions, is developed. Understanding how EI is developed may be the
significant first step for developing effective EI training programs for project teams. It is
demonstrated that life experiences affect EI development. Based on samples of
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11. university students from Singapore and Hong Kong, whether one of the parents was a
full-time parent was a significant predictor of the students' EI.
1.14 EI Based Interventions: Critical Success
factors
Evaluating what the team really needs? HR interventions may always be based on
realistic needs
Choosing a right consultant
Choosing participants, who can offer better ROI. This may involve screening prior
to the training programs
Commitment of PM and team towards training objectives. Every should appreciate
what
EI based trainings can d to them.
Preparing a robust business case and convincing the top management as these
trainings may be a costly affair. Some assistance from finance may be required in
this regard.
HR follow ups and practicing the leaning after the program
Training effectiveness be always measured in terms of $. So that even in difficult
time HR has an objective business case in favor of EI based trainings and how
much they contribute in organization objectives
Maintaining the seriousness in all such trainings so that EI based trainings
become a norms across the organization
1.15 EI Based Interventions: Demonstrated
Results
Lyle Spencer [2], in his research shows average computer programmers produce five
Albrecht function points (AFPs) of debugged code per person per month. EI based HR
interventions can produce star performers with productivity higher than 320% than that
of average programmer. This is about $ 132,000 contribution resulting out of such
trainings. Similar research with a group of construction managers shows productivity
improvements of 47% over the average performance.
1.16 Conclusion
It is possible for the project teams to become more socially and emotionally competent
and to improve their performance at work place. Developing emotional competence
requires that we unlearn old habits of thought, feeling, and action that are deeply
ingrained, and grow new ones. Such a process takes motivation, effort, time, support,
and sustained practice, as the guidelines presented in this article make clear.
Organizations increasingly are providing training and development that is explicitly
labeled as "emotional intelligence" or "emotional competence" training. However, the
model presented here applies to any development effort in which personal and social
learning is a goal. This would include most management and team development
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12. efforts as well as training in supervisory skills, diversity, leadership, conflict
management, stress management, sales, customer relations, etc. The effect of
adhering to the guide lines presented hare is multiplicative and synergistic: the more
guidelines that trainers can follow the greater and more lasting will be their impact. If
the current interest in promoting emotional intelligence at work is to be a serious,
sustained effort, rather than just another management fad, it is important that
practitioners try to follow guidelines based on the best available research. Only when
the training is based on sound, empirically based methods will its promise be realized
[3]. Need of the hour is, PMs and the top management appreciate the difference, EI
based trainings can make to the work environment & performance of project teams
and deploy.
1.17 References
1. imPACT Model to enhance team effectiveness and other research publications &
at Pinnacle Management Group, Farmington, Missouri
2. Lyle Spencer, The Economic Value of Emotional Intelligence Competencies and
EI Based HR Programs, Email: Lyle_Spencer@hotmail.com •
lisleledespensier@compuserve.com
3. The Consortium for Research on Emotional Intelligence in Organizations
www.eiconsortium.org
4. Working With Emotional Intelligence, Daniel Goleman
5. McClelland, D.C. 1998. Identifying competencies with behavioral event
interviews.
6. Psychological Science, 9(5) 331 – 340
7. HeartMath, EI Research Papers 2003
8. Marcus Buckingham in Mark Border, "It's the Manager, Stupid," Fortune
magazine Oct 25, 1999
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13. 1.18 Authors Profile
Rebecca Lacy is the President and co-founder of Pinnacle Management
Group. She is co-developer of the Team Scorecard™, imPACT Model™, and
a broad range of curriculum and services designed to assist individuals and
teams function more effectively. She holds a Masters of Business
Administration with an emphasis in management. Her diverse client base
includes the U.S. Army, a multi-national Indian-owned manufacturing firm,
small businesses and educational institutions.
E-mail: ral@pmginternational.net
Shailendra Kadre has more than 17 yrs of experience in Aero Space, IT and
management consulting industries. Shailendra has worked in various
capacities in TCS, Oracle Financials (iflex) and HAL. He holds a masters
degree in mechanical engineering from IIT Delhi and is certified as a PMP.
Shailendra has research publications in the fields of management and IT
consulting, mainly focusing on improving operational efficiencies. He is also
active as a writer & reviewer on various professional forums & trade journals.
E-mail: shailendrakadre@gmail.com
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