What is Emotional Intelligence?
Emotional Intelligence (EI) can be defined as a set of emotional and social skills that influence the way we perceive and express ourselves, develop and maintain social relationships, cope with challenges, and use emotional information in an effective and meaningful way.
EQ-i 2.0 and EQ-i 2.0 360 – A Scientific Approach to Talent Development
For almost 20 years, organisations have trusted the science that underpins the EQ-i 2.0® to help improve human performance. The EQ-i 2.0 is a psychometric assessment which measures emotional intelligence (EI) and how it can impact people and the workplace. Being the first scientifically validated measure of EI, coupled with research from premier organisations, means you can count on the EQ-i 2.0 to add robustness and accuracy to your talent management initiatives. Applications of emotional intelligence include:
- Leadership Development
- Organisational Development
- Executive Coaching
- Team Building
The EQ-i 2.0 Model
The 1-5-15 factor structure: The EQ-i 2.0 features one overarching EI score (Total EI), broken down into five composite scores which measure five distinct aspects of emotional and social functioning. These in turn, are broken down into a total of 15 sub scales.
The EQ-i 2.0 measures the interaction between a person and the environment he/she operates in. Assessing and evaluating an individual’s emotional intelligence can help establish the need for targeted development programs and measures. This, in turn, can lead to dramatic increases in the person’s performance, interaction with others, and leadership potential. The development potentials the EQ-i 2.0 identifies, along with the targeted strategies it provides, make it a highly effective employee development tool. Report options:
- 360 degree
Why is EI Important?
While emotional intelligence isn’t the sole predictor of human performance and development potential, it is proven to be a key indicator in these areas. Emotional intelligence is not a static factor – to the contrary, one’s emotional intelligence changes over time and can be developed in targeted areas.
Talk to Sarah Barlow about using EQ-i 2.0 – call 02 9439 6040 or email firstname.lastname@example.org
The number of projects and the amount of time spent managing projects is increasing in business worldwide to provide focus and flexibility. Some organisations have marshalled most of their resources into multidisciplinary project teams. Projects are often critical components of the performing organisation’s business strategy, so strong skills in project management are important employee attributes.
- Why do organisations need project management?
- How can good project management skills help you?
- Do you want to tackle projects with confidence?
People are faced with a range of projects throughout their life. In organisations in the current fast paced business world it is critical that results are delivered on time, within budget and to the right quality. Increasingly managers and staff are involved in managing projects even though they may not be called project managers. By applying the skills of project management in your personal and professional life you can maximise performance and ensure the best results every time. Project management enables you to focus on priorities, monitor progress and performance, overcome difficulties and problems and adapt to change. In fact nowadays projects are the vehicle for driving change in many organisations.
Key aspects of running projects effectively include:
- having a clear scope of work with a defined start and end
- developing a realistic project plan with a clear method for meeting the project objectives
- acquiring and managing project resources effectively including people, time, money, equipment and supplies
- developing a high performing project team
- effectively engaging and communicating with all project stakeholders
- minimising the risks of conducting the project
- ensuring quality is defined and achieved.
Nowadays projects are undertaken at all levels of the organisation. They may involve a single person or many thousands. They may be completed quickly or take years to complete. Projects may involve a single unit of one organisation or may cross organisational boundaries. Some examples of projects include:
When we work in the public sector our role is to support and provide service to a range of stakeholders. This includes serving the public, the Parliament, our Minister and the government of the day, our cluster/agency, other organisations and our colleagues. We are responsible for providing relevant, responsive and quality service and we do this in a way which reflects our core values. While every agency and Department is different, the NSW public sector has some common principles we all work with which make it a good place to work and to receive service from. Learning how it all works can make the transition to the public sector easier.
Many roles in the public sector require a good understanding of how government works and how to work with stakeholders both – both internal and external – to our organisation. It is important that employees know what each of the three layers of government – local, state and federal- are responsible for and how they interact. Knowing about the roles and responsibilities of individuals, committees and other groups in government provides people with the context for some of their work, such as writing Ministerials, briefing notes, developing policy or communicating with the Minister’s Office.
The NSW Public Service Vision is to have a highly capable public sector workforce characterized by a culture of integrity, trust, service and accountability. Often organisational values are great slogans on the walls or in corporate documentation. To make them “living values” every employee must be able to translate them to actions they carry out in their own role. This is an important component of how the government will achieve the 2021 goals.