Other parts of this series:
- Cultural transformation at banks, and why robots deserve respect
- Top three skills for the future of work, and AI is not a panacea
- Personalize training for millennials, and AI’s bias hurdles
- How to grow a great remote team, and why trust matters
- How emotional intelligence fosters agility, and why workers quit
Here are the top news stories in talent & organization from this week.
Emotional intelligence is key to agility
The key to innovation and agility is the climate created by leaders of an organization, and in order to create the right environment for innovation to flourish, leaders need to develop emotional intelligence (EI), claims Jill Pennington. “For people to be creative and agile in an increasingly uncertain and complex world, they need to feel psychologically safe,” she writes in a Training Journal blog post. “Leaders must raise their understanding and awareness of the climate they create, and manage their own reactions to pressure and change, so they don’t create a ‘survival’ climate that stifles creativity and inhibits agility.” Pennington believes EI can help leaders communicate respect; encourage employees to speak up; be accessible and approachable; show their fallibilities; tolerate failure; and set a vision with clear expectations and boundaries. “L&D teams need to support leaders to change their mindset,” she writes. “If the fundamental concept of leadership changes, then a more adaptive, flexible and empowered workforce will come.”
Bringing more young people into careers in insurance
The Insurance Institute of Canada’s Career Connections focuses on raising awareness among young adults about the many skilled professions in insurance. “When the program started, it was predominantly focused on how insurance works and demonstrating some of the career path potential, and it was focused on high schools as well as a little bit of campus work,” Trevor Buttrum, manager of Career Connections, told Insurance Business Magazine. “In 2007, when we identified that there was definitely an ageing workforce, [we realized] we needed to move the needle towards being able to feed the pipeline more directly.” Today, Career Connections holds more than 460 annual events on campuses and communities across Canada. “Our hope is that people can find something that aligns with [their skills], whether they’re good with numbers or good with people or good with data and analytics, or they want to help in a time of crisis and bring people back from something really terrible,” Buttrum said. “From our standpoint, too, it’s about building awareness, engagement, and action within the industry.”
The need for a new narrative about disability
It is time for the reinvention of disability to be of paramount importance for the business of the 21st century, argues Jonathan Kaufman. “Organizations can no longer simply relegate disability under the supervision of human resources, diversity and inclusion or even that of corporate employee resource group,” he writes in a Forbes blog post. “The disability narrative must be expanded into the larger fabric of the value proposition of any company and needs to be understood as a critical component to business operations.” While the disability community has done great work on raising awareness, Kaufman believes it is time for business leadership to get involved in the conversation. “To hear that the knowledge of disability can be a critical tool for business leaders to create a more comprehensive strategy across the organizations may take some getting used to. However, this can serve as the foundation for developing the next phase of business strategy, where we make our wound into our bow and see that our greatest strengths can come from areas that may be deemed weak and vulnerable but rather are just a new perspective that has valuable insight that will be beneficial to the entire business environment,” he writes.
What causes workers to quit their jobs
According to a survey by Signs.com, insufficient pay is the No. 1 reason that would cause American workers to quit their jobs in the next five years, followed by a lack of growth opportunities and a lack of passion. “We found that being motivated primarily by income had a strong association with restlessness in one’s job and a desire to change positions, even at the highest income levels,” Matthew Gillespie, a project manager with Signs.com and lead author on the study, told Inc. “People in jobs they were passionate about tended to stay much longer in those jobs, even at lower salaries, when compared to individuals whose primary motivation for work was income.” The survey also found that people who felt passionate about their jobs stayed happier in their roles for longer. “While overall life satisfaction increased as people’s salaries climbed (though it did taper off at the $100,000 mark), people making less than $15,000 a year were just as passionate about their jobs as those who were clearing $100,000,” Marcel Schwantes notes in Inc.
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