Everyone wants to have the best people working for their organisation. Indeed, many businesses would have believe that we are still in the middle of the Great War for Talent. But in all of this no one seems clear about what talented means.Over the past 20 years we have learnt much about the operation of the human mind. HR professionals have gratefully accepted the idea of emotional intelligence (EQ) as a means of validating some of the “softer” skills they have always known were important. But a huge amount of literature about what it is to be intelligent remains unnoticed in the workplace.The Theory of Multiple Intelligence, MI assumes that people are multi-talented and have a number of different kinds of intelligence.
It is a good idea for employers to provide a place in which the fullest range of intelligence can thrive. Here are five areas in which you can make a real impact.
1 The environment: physical, musical, social
Look with fresh eyes at your work environment. Create a gym for employees to use or, if this is not practical, set aside a space where people could undertake physical activities such as yoga. Use music more effectively to enhance mood and to encourage positive social interaction and knowledge-sharing. Create more spaces where employees can share ideas. Invest in plants inside buildings and develop pockets of green space outside.
2 People and learning: visual, spiritual, practical
Recognize the feelings and values of employees. Make clear the kinds of behaviour that you consider to be acceptable. Ensure that your organisation’s values are reflected in the learning you offer. A good example of culture clash in this area is provided by managers who are apparently committed to learning but constantly pull people out of training and development activities to “fight fires”. Build in development opportunities for employees to be more active and learn by doing. You could also start a number of action learning sets.
3 communications: visual mathematical, social
Think about the totality of your internal communications and ensure that you appeal to people with different intelligences. You can, for example, appeal to people’s mathematical curiosity by using puzzles and teasers. Use games to help people grasp difficult issues, and posters, cartoons and screensavers to communicate your messages. Assume that word of mouth is the most powerful means of communication and make sure that you provide questions, answers and spaces for thinking during an internal campaign.
4 Rewards: linguistic, emotional, practical
Make sure your reward structures acknowledge the full range of talents. Use stories to motivate people to understand where the business is going and to celebrate the success of individuals. Reward people who manage difficult situations with sensitivity rather than merely noticing those who get results at whatever cost. Think of practical ways in which to reward employees for good performance – for example, occasional early release for parents to pick up their children or opportunities for employees to develop their skills in areas of personal interest.
5 Management structures: visual, emotional, spiritual
Remember to use pictures, cartoons and diagrams, as well as words, to make your structures and systems clear. Focus on the development of emotional intelligence as a principal area of managerial competence, actively encouraging employees to become more effective in managing their emotions. The values of the organisation need to be expressed clearly and openly and it should be possible for individuals to take ethical positions.
It is a good idea for employers to provide a place in which the fullest range of intelligence can thrive. Here are five areas in which you can make a real impact.
1 The environment: physical, musical, social
Look with fresh eyes at your work environment. Create a gym for employees to use or, if this is not practical, set aside a space where people could undertake physical activities such as yoga. Use music more effectively to enhance mood and to encourage positive social interaction and knowledge-sharing. Create more spaces where employees can share ideas. Invest in plants inside buildings and develop pockets of green space outside.
2 People and learning: visual, spiritual, practical
Recognize the feelings and values of employees. Make clear the kinds of behaviour that you consider to be acceptable. Ensure that your organisation’s values are reflected in the learning you offer. A good example of culture clash in this area is provided by managers who are apparently committed to learning but constantly pull people out of training and development activities to “fight fires”. Build in development opportunities for employees to be more active and learn by doing. You could also start a number of action learning sets.
3 communications: visual mathematical, social
Think about the totality of your internal communications and ensure that you appeal to people with different intelligences. You can, for example, appeal to people’s mathematical curiosity by using puzzles and teasers. Use games to help people grasp difficult issues, and posters, cartoons and screensavers to communicate your messages. Assume that word of mouth is the most powerful means of communication and make sure that you provide questions, answers and spaces for thinking during an internal campaign.
4 Rewards: linguistic, emotional, practical
Make sure your reward structures acknowledge the full range of talents. Use stories to motivate people to understand where the business is going and to celebrate the success of individuals. Reward people who manage difficult situations with sensitivity rather than merely noticing those who get results at whatever cost. Think of practical ways in which to reward employees for good performance – for example, occasional early release for parents to pick up their children or opportunities for employees to develop their skills in areas of personal interest.
5 Management structures: visual, emotional, spiritual
Remember to use pictures, cartoons and diagrams, as well as words, to make your structures and systems clear. Focus on the development of emotional intelligence as a principal area of managerial competence, actively encouraging employees to become more effective in managing their emotions. The values of the organisation need to be expressed clearly and openly and it should be possible for individuals to take ethical positions.