As can happen with these types of transformation projects, the announcement and commencement of them drove down employee engagement, talent retention and performance, and drove up fear, resistance and negative behaviors among employees, potentially derailing some of the projects.
The Genos Solution
- A Time 1, 360-degree assessment of each leader’s emotional intelligence and the levels of employee engagement among their direct reports at the outset
- One full-day and two half-day workshops on how to utilise emotional intelligence skills to positively influence others and manage resistance to change
- Seven one-on-one coaching sessions to improve leaders’ capacity to perceive, understand, express, and create positive emotions in the workplace
- A Time 2, 360-degree assessment of each leader’s emotional intelligence and the levels of employee engagement among their direct reports to help determine the ROI of the program
At the conclusion of the program the participating leaders were more self-aware of the impact their behavior had on others. They were better at expressing their own emotions and were therefore perceived as more genuine and trustworthy. They were also using emotional information to reason better and to manage and control emotions more effectively. The largest improvement occurred in the emotional reasoning dimension.
Before the program leaders were thinking rationally, making decisions based mostly on facts and figures. The solutions they were trying to execute were right, but how they were executing them was driving resistance and disengagement.
At the conclusion of the program, leaders’ results showed they were combining this strength with more emotional reasoning, making decisions based on facts and taking into account how people were feeling or likely to feel about decisions made, and how to communicate them on that basis. They were consulting their staff more and making people feel more included and involved in how best to implement the change initiatives.
What was the impact on employee engagement? As shown below, employee engagement improved in a number of areas.
Research on the relationship between levels of employee engagement and business performance is clear, robust, and well-established. Organisations that achieve high levels of employee engagement on average achieve 3.9 times earnings per share greater than like competitor organisations with average or low levels of employee engagement.