Tag Archives: Behaviours
Job interviews and other business meetings taking place over Skype are becoming increasingly common. You might be able to see one another, but a virtual interview or meeting over the internet is not the same as one face to face and you need to prepare accordingly.
Here are some considerations to help you embrace technology and master a Skype interview.
Q. Should you still dress as if you are in a face-to-face interview?
A. Yes – general interview etiquette still applies. The dynamics are different, with body language being the main barrier, so it is vital to make a good impression based on your dress and surroundings.
Don’t be tempted just to dress smartly from the waist-up, assuming that’s all the interviewer will see. As you use Skype more and more you will come across plenty of interview situations where the candidate or the interviewer has had to stand up – that unexpected knock on the door – a mobile phone ringing – situations that can only be dealt with by standing up! Being in formal dress will also help you to feel like it is a formal interview and put you in the right frame of mind.
Pick Your Backdrop Wisely
Q. How much attention will be paid to where you are sitting for the interview?
A global study from Walking the Talk, titled Managing Behaviours in the Workplace, surveyed 745 people including 189 leaders, and found that only 34% of those in leadership roles believe they are able to influence or alter the behaviour of employees.
This is despite the fact that 78% of leaders thought their organisation had adequately equipped them with the skills needed to have a positive influence on others. And despite 86% feeling confident in creating the right atmosphere to allow workers to behave appropriately. The research suggested this contradiction is due to leaders being more comfortable operating at a macro level – for example putting in place frameworks and policies – rather than dealing with the more human element of individuals’ behaviour.
When it came to who should be held responsible for employee behaviour, 76% thought leaders should always be aware of what their employees are doing, and 69% agreed that leaders should be held accountable for the behaviour of people working for them.Walking the Talk - Managing Behaviours Report
When asked at what point leaders become responsible for employee behaviour, 19% said they should always be accountable no matter what the situation. One in five (21%) thought it should start when a group of employees have behaved poorly at least once before, and 27% saw the responsibility starting when employees have behaved badly on more than one occasion.
Everyday we connect with and forge relationships with new people.
In those few moments of introductions, you need to be able to capture someone's interest and make them remember you.
An 'elevator' pitch or speech is so-named because it's so quick you can tell someone on an elevator ride and draw their interest before the doors open.
This resource will help you form a clear message about you, so you can easily share it with others.
Want to Know More? Visit
The Art of the Elevator Pitch: Chris Westfall - Click Here
Conflict is a normal part of any healthy relationship and arises from differences, both large and small. Everyone needs to feel understood, nurtured, and supported, but the ways in which these needs are met vary widely.
Differing needs for feeling comfortable and safe create some of the most severe challenges in our personal and professional relationships. Learning how to deal with conflict – rather than avoiding it – is crucial.
When conflict is mismanaged, it can cause great harm to a relationship, but when handled in a respectful, positive way, conflict provides an opportunity to strengthen the bond between two people.
This activity will help you see your conflict management style from a new perspective. The insights you gain depend on your honest appraisal of the conflict management inventory.
Communication is a process beginning with a sender who encodes the message and passes it through some channel to the receiver who decodes the message.
Communication is fruitful if and only if the messages sent by the sender is interpreted with same meaning by the receiver. If any kind of disturbance blocks any step of communication, the message will be destroyed. Due to such disturbances, managers in an organisation face severe problems. Thus the managers must locate such barriers and take steps to get rid of them.
There are several barriers that affect the flow of communication in an organisation. These barriers interrupt the flow of communication from the sender to the receiver, thus making communication ineffective. It is essential for managers to overcome these barriers. The main barriers to communication are summarised below.
Perceptual and Language Differences: Perception is generally how each individual interprets the world around him. All generally want to receive messages which are significant to them. But any message which is against their values is not accepted. The same event may be taken differently by different individuals. For example, a person is on leave for a month due to personal reasons (family member being critical). The HR Manager might be in confusion whether to retain that employee or not, the immediate manager might think of replacement because his team's productivity is being hampered, the family members might take him as an emotional support.
The Nationwide Building Society used candidate and new hire feedback to identify areas for improvement and investment.
Nationwide is designing a new recruitment plan to improve the experience candidates face during its job application process.
The building society sought feedback about its entire application management process from more than 1,000 candidates who applied for jobs with Nationwide over a six-week period during November and December 2016. It also involved recently recruited members of staff and hiring managers.
Candidates expressed their preferences on how the application process should run. This included being able to quickly and accurately access information about Nationwide, receive personalised feedback from hiring managers, and interact with a person during the process rather than receiving automated messages via digital channels.
Nationwide aims to use this feedback to help determine areas of investment for a technology ‘roadmap’.
The link below takes you to a TEDTALK given by Dr Laura Trice.
In this quick talk, Laura explores the importance of praise, admiration and saying thank you.
Importantly, she focuses on the importance of asking for praise if you need it.
Laura also reinforces why praise (or ‘positive feedback’) must be specific and genuine.
This is a quick and powerful reminder that performance management isn’t just up to the ‘boss’ – employees (and leaders) shouldn’t be afraid to ask for feedback.
Watch and Learn: Click Here