Understanding Others

Birkman

Posted by on Sep 14, 2013 in Understanding Others | 0 comments

  One of the primary assets of a Human Resources Manager is to be objective.  This means being non-judgmental, and able to understand another’s point of view.  I was fortunate enough to be introduced to the Birkman Method ®  early in my career, and I believe it contributed to my growth in Emotional Intelligence.1   The Birkman Method is a powerful tool that identifies a person’s passions, behaviors, motivation and interests.  I have used Birkman for Teambuilding, Conflict Management, and most recently in Career Counselling, but there are many more ways it can be used:  Selection and Hiring Retention Coaching Executive Coaching Leadership Development Talent Management Career Development Career Transition Conflict Resolution Teambuilding If you would like to know how Birkman can help you and your organization, contact me at: purie@urhr.ca or 226-750-3596 Useful Links Birkman International, Inc.: www.birkman.com   1 Emotional intelligence (EI) is the ability to identify, assess, and control emotions....

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Generational Differences

Posted by on Sep 14, 2013 in Understanding Others | 0 comments

Much has been said about the challenges of managing different generations at work: the result of people working longer and the changes that occurred in the twentieth century.     Diffences in background and experience can lead to conflict and misunderstanding, and can be a challenge for the manager.  Research by Birkman International, Inc. suggests that our differences are not in personality, but in cultural attitudes and values.  Their research “indicates that values and behaviors are similar among generations, but priorities are different.”  (Source: How Do Generational Differences Impact Organizations and Teams? Whitepaper* by Birkman International) THE GENERATIONS: Veterans (those born prior to 1943) were stongly influenced by the great depression, the second world war, and the korean war.  They value respect for authority, honour, dedication, hard work and discipline.  Baby boomers may see thm as dictatorial and rigid; Generation X may see them as being too set in their ways, and Millenials may see then as trustworthy, and good leaders. Baby Boomers (born 1943 to 1960) were influenced by the Vietnam war, the fight for civil rights, the peace corps, and flower power.  They value optimism, team orientation, personal growth, and work.  Veterans may see them as self-absorbed; Generation X may see them as self-righteous, workaholics, and too political; Millenials may think they are “cool” but they work too much. Generation X (born between 1960 and 1980) grew up in the shadow of the Baby Boomers, and were the first “latch-key” children.  They value diversity, technoliteracy, fun, and self-reliance, and they work to live, not live to work.  Veterans may see them as disrespectful and slackers; Baby Boomers may see them as rude, slackers, and spending too much time on the internet; Millenials may see them as depressed. Millenials (born between 1980 and 2000) grew up with home computers, helicopter parents, and organized play.  They value optimism, civic duty, sociability, and street smarts.  Veterans may see them as well-mannered but soft; Boomers may see them as undisciplined and needing too much attention; Generation X may see them as self-absorbed. Source: Generations At Work Managing the Clash of Veterans, Boomers, Xers and Nexters in Your Workplace by Ron Zemke, Claire Raines, and Bob Filipczak published by AMACOM American Management Association USEFUL LINKS: (for information only: with the exception of Birkman International, I do not endorse these organizations) * Birkman Interational, Inc. White Papers:  http://www.birkman.com/news/whitePapers.php To Order Generations At Work from Chapters/Indigo: http://www.chapters.indigo.ca/books/item/0814404804-item.html?s_campaign=Google_BookSearch_organic&cookieCheck=1 AARP Leading a Multigenerational Workforce:...

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Culture

Posted by on Aug 31, 2013 in Understanding Others | 0 comments

Canada’s cultural mosaic is a great advantage in a global economy.   It also provides some challenges: for example, employers may need to make accommodation for employees based on a religious observance by modifying a work schedule, or changing a dress code. *  These are small challenges in relation to the benefit of hiring qualified employees. The first challenge in hiring someone from a different culture may be in the interview.  For example, in western culture, a candidate who doesn’t make eye contact may be seen as untrustworthy.  It is important for recruiters to understand that in some cultures, direct eye contact is considered rude, or inappropriate.  In my experience, while people from different cultures have different customs and practices, there is no cultural difference in overall work ethic and commitment.  The challenge is in helping people to understand each other, and to learn to get along.  The more culturally diverse your workforce, the easier this will be. USEFUL LINKS (for information only: I do not endorse these organizations) World Business Culture: (explains business culture in various countries) http://www.worldbusinessculture.com/ Dealing with cultural differences in the workplace (Sheppel-FGI): http://www.shepellfgi.com/EN-CA/healthyhabits/DealingWithCultural.asp   * Under federal and provincial Human Rights legislation, an employer is required to make reasonable accommodation when work rules come into conflict with an individual’s religious beliefs.  The onus is on the employee to request the accommodation, and explain the reason for it, in writing.   The employer is expected to make every effort to accommodate the employee, unless the request conflicts with a bona fide occupational requirement, or creates undue hardship on the...

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