Research and results: A look at current trends and data
| Date | 01 January 2007 |
| Published date | 01 January 2007 |
| Pages | 14-15 |
| DOI | https://doi.org/10.1108/14754390780000950 |
| Subject Matter | HR & organizational behaviour |
14 Volume 6 Issue 2 January/February 2007
RESEARCH AND RESULTS
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A look at current trends and data
The study found that only 42% of the
respondents showed they could shift
between all four attributes to work with
a myriad of people, with unique
personalities in different settings and
situations.
Additionally, here’s a breakdown of
respondents’ perceptions of their having
the aforementioned personality attributes
compared with what’s really the case.
• Commander: about 40% of the
respondents said they’re strong in this
area, but only 24% actually are.
• Organizer: about 30% of the
respondents said they’re strong in this
area, but fewer than 13% actually are.
• Entertainer: 7% of the respondents said
they’re strong in this area, and 21%
actually are.
• Relater: 5% of the respondents said
they’re strong in this area, and 7%
actually are.
“The differences between the middle
managers’ self-perceptions and what the
study revealed about the way they’re
actually functioning on a daily basis
points to a need for targeted training and
coaching to help them develop all of
these leadership attributes, as well as the
ability to shift among them for maximum
effectiveness,” Wofford said.
,
,
A
ccording to a preliminary study
sponsored and conducted by
Monica Wofford International,
most middle managers don’t have the
emotional intelligence (EQ) skills required
for good leadership.
“While most companies realize that
top managers have well-developed EQ,
they don’t know how their managers’
specific EQs stack up,” says Monica
Wofford, president of Monica Wofford
International. “Without knowing the
exact EQ areas in which their managers
need help, businesses cannot provide the
individually tailored leadership training
that results in improvements in job
performance that can be measured,” she
continues.
Many middle managers, however,
aren’t keen to partake in coaching or
training that could help boost their job
performance, the study found. The
unhappiest middle managers are the
ones who are the least likely to take
advantage of this sort of opportunity.
Measuring different personality traits
The study focused on several hundred
middle managers at major corporations,
including Fortune 1,000 companies, using
a personality-analysis tool: CORE Personal
Effective Profile (PEP). The four
personalities that were measured in the
study were:
• Commander (authoritative attribute).
• Organizer (problem-solving attribute).
• Entertainer (creative attribute).
• Relater (team-building attribute).
Middle managers aren’t always good leaders, study says
Recruitment and retention top challenges for HR leaders
56% of companies believe their pension plans are risky
Put employees before customers, says online survey
To request a copy of the preliminary
study white paper,visit:
http://www.monicawofford.com
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O
ver two-thirds of senior HR
managers surveyed in the UK see
either recruitment or retention
as the biggest challenge for 2007,
according to a new survey from Taleo, a
talent-management solutions provider.
The results are from a survey entitled
“2007: The Challenges for HR,” that
shows that 37% of respondents see
employee retention as the biggest
challenge of 2007, whereas the concerns
of 29% lie in hiring the best talent.
The findings reflect a recent report in
The Economist, which highlighted the
increasing skills shortages in both
established and new economies.
Consequently, talent is becoming more
difficult to attract and retain. This trend
poses particular challenges when HR
budgets are constrained. Seventy nine
percent of those surveyed said that their
budgets would either remain the same
or be reduced in 2007. Better visibility of
employees’ skills (37%), and better
measurement of HR processes (31%)
were seen as the most valuable ways to
improve HR effectiveness.
The study questioned 150 senior HR
managers in the UK on what they
perceived to be their biggest challenges
going into 2007 and which factors would
help them perform better.
,
,
Taleo is a talent-management solutions
provider.For more information visit
www.taleo.com
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h
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