Dr
Izzy Justice |
C
O M M U N I C A T I O N
WINNING
WITH EMOTION
"The truth is, events do not cause reactions.
An automatic, subsconscious interpretation of the event
is the immediate precursor to an emotion and THEN one
visibly reacts."
So says Dr Izzy Justice, Chief Executive and Founder of
EQmentor, Inc. We will get a chance to read an excerpt
from a recent article of his, Emotional |
Intelligence : A Valued Skill Set. Dr Justice
had a chat with us, sharing why he thinks that EQ accounts
for as much as 80% of the success of great leaders.
Dr Justice firmly believes that emotions precede behaviour.
"When one is happy, one smiles. It is not the other
way around - one does not smile and become happy,"
he says.
|
Chris Young |
Q
U I C K T I P S
MAKING
JOB MATCH TESTING INTEGRAL TO HIRING STRATEGY
Get
tips on adding this component to your overall hiring strategy
. Chris Young is the Founder of Rainmaker Group Inc, an
US based HR Consultancy. Chris shares six steps we can
take to make this achievable. |
Chris
says, "Coupling Values with a Behaviours profile
provides a rich perspective of not only how the person
behaves but also why they do what they do behaviourally.
Perhaps an example will illustrate....
From a behavioural perspective, a person can appear to
be a good sales professional candidate because they say
all the right things in the job interview. The candidate
|
a
d v e r t i s e m e n t |
| means
well and they act the "part". Upon being hired,
they perform poorly because their drive to make money
and desire to control their own destiny is secondary to
a high Social/Altruistic Value. In other words, the Behaviours
fit but the Values do not drive the sales person to "close
the deal". The net impact is a frustrated sales manager
and an employee who perhaps suffers from guilt and doubt
because they cannot do the job well." |
Dr
Debashis Chatterjee |
M
A N A G E M E N T
YOU
DON'T GROW TALENT, YOU SPOT IT
Dr
Debashis Chatterjee is emphatic that talent can't be grown
or developed. It has to be spotted.
(excerpt from article) I
FIRST HAD the privilege of heaing of Dr Debashis Chatterjee
when I attended |
| the
Malaysian Institute of Human Resources Management (MIHRM)
Summit in November last year. A blend of both international
professional and academic experience, Debashis credentials
are impressive. A Fulbright Fellow at Harvard University
and MIT, he was also recently a Visiting Fulbright Professor
at Harvard University's Kennedy School of Government.
On stage, he's |
a
d v e r t i s e m e n t |
provocative. He certainly made me sit up and listen. On
the phone, Debashis is personable, warn and giving. We
talked for almost an hour about the idea of unleashing
talent and leading mindsets, the basis for the session
he presented on, at the above-mentioned summit. Debashis
presents an interesting idea. Don't spend too much time
on personality profiling and all those recruitment tests.
They're good, they're useful but essentially, the classic
forms of assessment are nothing more than a measure of
test-taking....
|
 |
L
I T
EXECUTION.
THE DISCIPLINE OF GETTING THINGS DONE
Review
by Sulynn Choong
(excerpt
from article)
Execution is an indictment against leaders who do not
connect between the concept and the critical
details
of implementation. The authors tell story after story
of enthusiastic but guileless chief |
executives
who drag rather than lead their organisations through
struggles toward eventual downfall. They have failed
to master the basic foundational processes of people,
strategy and operations that link vision to results.
Sounds cliché? This is precisely the point of
the book. It seems almost common sense that all businesses
would have
|
a d v e r t i s e m e n t
|
some form of strategy, people process and operations.
Bossidy
and Charan assert that there is a gap that no one knows
and therefore do nothing about, that determines if a
business expands and prospers or works itself into oblivion.
This gap can be filled by execution, the discipline
of getting things done. It necessitates intense almost
manic obsession for clarity and commitment to detail,
process and follow-through coupled with placing people
first and realism and thoroughness in business strategy.
The ivory tower is a myth. Leaders need to be fully
hands-on. |
Bernard Cruz |
H
R P R A C T I T I O N E R
SO
YOU WANT TO BE AN INTERIM MANAGER, DO YOU?
Bernard
Cruz is currently the Senior Vice President, Human Resources
at Prosafe Production Services.
A
Malaysian currently based in Singapore, Bernard was formerly
Director Human Resources Asia at LogicaCMG from 2005.
He
was hired at LogicaCMG as
a Regional Human |
Resources Director to manage both the telco and solutions
business for the Asia Pacific region, which encompassed
HR Marketing, mergers & acquisitions and establishing
performance management systems.
Bernard also held other regional HR positions at Holcim
Limited and Otis Elevator Company. A senior level manager
with more than 25 years experience in management |
a
d v e r t i s e m e n t |
| and
human resources, Bernard Cruz was on a sabbatical when
he was approached to establish HR policies and procedures
for an oil and gas company, coming in on a three-month
contract as an Interim Manager. Bernard looks back on
his time as an Interim Manager and shares with us what
it means to take on a position such as this. |
a
d v e r t i s e m e n t
|
Deb
Henke
|
H
R P R A C T I T I O N E R
WORK
ANYTIME, ANYWHERE, NO QUESTIONS ASKED. ROWE IN ACTION
(excerpt
from article)
ROWE stands for Results Oriented Work Environment
and it’s a ground-breaking movement in the
US. |
advertisement |
|
We
introduced you to this movement in our September 2008
issue. This time around, our aim is help
put this in context. We spoke to Deb Henke, the Operations
Manager at J A Counter, an investment advisory firm in
New Richmond, Wisconsin. J A Counter is one of the early
adopters of ROWE, alongside Best Buy Inc, both authentic
ROWEs according to Cali Ressler and Jody Thompson, the
founders of ROWE and ex Best Buy employees.
Tim Ferris, author of the Four Hour Week, did an interview
with these ROWE founders some time back and it was here
that Cali and Jody said that they'd like to see people
talk about work in a way that doesn’t pit employee
versus management. They
said that if the focus was on results as opposed to time,
both sides would win. We asked Deb whether this was the
case with J A Counter.
|
Geh
Thuan Hooi
|
I
N S I G H T
I'M
BIG ON EXECUTION
Who is Geh Thuan Hooi?
Geh is the General Manager (Services) of Human Resources
Division for the Sunway Group. |
advertisement |
|
A
certified Behavioural Event Interviewer and Trainer for
Excellence/Continuous Improvement, Geh is also an certified
assessor for Quality Awards, Assessment Centre and a NLP
practitioner. Geh
grew up in Penang and holds a Masters of Business Administration
from the Asia Pacific International University.
Geh recalls his
early days, his switch to HR and why it's all about execution.
|
Bruce
Lewin |
P
E O P L E
ARE
PEOPLE TRULY PREDICTABLE?
Bruce Lewin
works with major companies to help enhance the relationship
between HR and the business. |
advertisement |
|
Bruce
discusses the idea that people-based issues can be managed
in a systematic and structured manner. The trick, he says,
lies in defining people in terms of their behaviour, their
relationships
and social or group culture.
|
Alison
Lester
|
Q
& A
...
ON CREATIVITY
HRM
: What do you know about the sources of creativity
and innovation in people?
|
advertisement |
|
Lester
: Human beings are born creative. It’s part of our
survival. Pablo Picasso put it so well: “Every child
is an artist. The problem is how to remain an artist once
he grows up.” Think about it. When we are small,
once we’ve started being able to build things, to
put things together (rather than just knock them down),
we’ll build with anything. We’ll put our carrots
in our milk, and our broccoli on our napkin, even if we
plan to eat it afterwards. We’ll involve Dad’s
hiking boot in our tower of blocks…until we’re
told not to. Our little brains are constantly asking,
“What if I do this? What if I do that?” And
then a parent says to us, “Don’t do that.
Hiking boots aren’t for building.”
To children, anything is for building. Parents, school,
and eventually other friends, continually limit the associations
we feel we are allowed to make. When we’re small
children, we have none of these limits in our minds. Anything
goes with anything.
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