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Read More Great Human Resources Articles
Recruit To Improve Relationships In The Workplace
It is becoming more and more evident that one of the most important skills is the ability to get on with other people in the workplace.
By: Peter Mitchell
It is becoming more and more evident that one of the most important skills is the ability to get on with other people in the workplace.
By: Peter Mitchell
|
The skill and desire to build sound relationships, demonstrate respect for the individual and being able to apply one's emotional intelligence are highly sought-after attributes.
This means that we must carefully consider the level of interpersonal skills required in critical positions. Before we interview we must consider the importance of these skills in the vacancy and work out a way of measuring them. In addition to interpersonal skills we need to identify the candidate's ability to know themselves and their effect on other people.
There is a movement towards recruiting people who clearly demonstrate high levels of emotional intelligence rather than technical skills or knowledge.
It is a sure bet that if you put a person in a job which requires technical skills and interpersonal skills and he or she only possesses the technical skills, problems will be inevitable.
Experience shows that people employed in positions which require high "people" skills cause untold heartache and problems if they are deficient in this area. For too long we have insisted on lots of qualifications and knowledge, when we should have been seeking out those people with high levels of emotional intelligence.
Changes which have taken place in business over the last 5 to 10 years have put a considerable amount of pressure on people in leadership positions. The demands on these people have increased to the point where teamwork, communication, the ability to listen, leadership, and the ability to admit mistakes are not an option they are a necessity. These can be regarded as essential skills for the supervisor, manager and executive. No longer can we afford to appoint people based on their knowledge alone.
Given this situation and our ability to interview and select the right candidates is also under pressure.The blunt fact is, we have to be better at this difficult task. We need to lift our performance as interviewers and use every single tactic and strategy so that we can identify the candidates with a high emotional intelligence and social skills to contribute to the workplace.
If there is the choice of two candidates for a job and one is a person lacking some knowledge but with good people skills. The other is a person with all the knowledge and some people skills. Wise interviewers will always prefer the former.
It seems that we must put the development of people skills first, well before technical knowledge.
Any person who needs to gain the co-operation of others at work should be able to create an environment where people are motivated to work together.
Page 2
Peter Mitchell is a business consultant who has helped many businesses to lift their labor productivity in the workplace at little or low cost. His practical guide The Key To Productivity should be on every manager's desk and used to install your productivity improvement program. To find out more go to www.thekeytoproductivity.com.
This means that we must carefully consider the level of interpersonal skills required in critical positions. Before we interview we must consider the importance of these skills in the vacancy and work out a way of measuring them. In addition to interpersonal skills we need to identify the candidate's ability to know themselves and their effect on other people.
There is a movement towards recruiting people who clearly demonstrate high levels of emotional intelligence rather than technical skills or knowledge.
It is a sure bet that if you put a person in a job which requires technical skills and interpersonal skills and he or she only possesses the technical skills, problems will be inevitable.
Experience shows that people employed in positions which require high "people" skills cause untold heartache and problems if they are deficient in this area. For too long we have insisted on lots of qualifications and knowledge, when we should have been seeking out those people with high levels of emotional intelligence.
Changes which have taken place in business over the last 5 to 10 years have put a considerable amount of pressure on people in leadership positions. The demands on these people have increased to the point where teamwork, communication, the ability to listen, leadership, and the ability to admit mistakes are not an option they are a necessity. These can be regarded as essential skills for the supervisor, manager and executive. No longer can we afford to appoint people based on their knowledge alone.
Given this situation and our ability to interview and select the right candidates is also under pressure.The blunt fact is, we have to be better at this difficult task. We need to lift our performance as interviewers and use every single tactic and strategy so that we can identify the candidates with a high emotional intelligence and social skills to contribute to the workplace.
If there is the choice of two candidates for a job and one is a person lacking some knowledge but with good people skills. The other is a person with all the knowledge and some people skills. Wise interviewers will always prefer the former.
It seems that we must put the development of people skills first, well before technical knowledge.
Any person who needs to gain the co-operation of others at work should be able to create an environment where people are motivated to work together.
Page 2
Peter Mitchell is a business consultant who has helped many businesses to lift their labor productivity in the workplace at little or low cost. His practical guide The Key To Productivity should be on every manager's desk and used to install your productivity improvement program. To find out more go to www.thekeytoproductivity.com.