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Transcript of Employability
1) the child has a problem or particular issue that is concerning them
2) I respond in an empathic manner attempting to resolve the issue
3) They develop a preference towards me
4) They return at a later stage when experiencing similar problems in the hope of receiving the same sympathetic treatment and advice. Employability Individual Differences Creativity and Innovation Measurement Personal Demonstrations Background Workplace Settings Personal Demonstrations Emotional Intelligence they make us unique
responsible for a range of work-related behaviours
can make us more (or less) favourable at times of employment. Organisational research has attempted to use personality traits to distinguish how they particular work-related behaviours can be maintained or improved; including performance and team effectiveness. Certain personality traits can give a better insight into the reasons for behaviours in the workplace: Internal locus of control
- a lower level of occupational stress
External locus of control
- risk of psychological health problems Emotionally intelligent
- a lower level of occupational stress (Kirkcaldy, Shephard & Furnham, 2002). (Nikolaou & Tsaousis, 2002) Positive attitudes towards revenge
- workplace aggression (Douglas & Martinko, 2001) Measures of personal attributes are often of greatest importance at the selection stages of recruitment in the workplace; where candidates for potential employment are assessed in order for employers to distinguish which individuals hold certain desirable qualities and skills. There are several methods of selection used my employers, including: Application Forms
References most predictive of later job performance most popular methods } (Chmiel, 2006) This is a demonstration of how my personal attributes have prepared me for the work environment: Problem Solving and Critical Evaluation Skills - completing assignments that require problem solving
- conducting data analysis using SPSS
- solving customer disputes in a retail environment Conscientiousness and Determination - impressive grades reflective of the time and effort put into work
- striving to meet demanding sales targets Time Management Skills - prioritising work load at university and successfully completing every assignment to strict deadlines
- turning up to part-time job and volunteering placement on time The correct understanding and expression of our own as well as other's emotions
Using our existing cognitions about emotions to manage them in such a way that it promotes personal development According to the Bar-On Model (1997), to be emotionally and socially intelligent is: to effectively understand and express our emotions
to understand and relate well to others
to successfully cope with daily demands, challenges and pressures Emotional Intelligence involves an interaction between our cognitions and emotions Emotional Intelligence can also aid interpersonal relations (Cherniss, 1999). This shows how making the decision to take a different approach to solving problems through consideration of other's emotions, you can improve the value of your own contributions in the workplace. - profit levels
- level of staff retention
- advancement towards managerial roles Higher levels have even been associated with better leadership effectiveness (Cherniss, 1999) Owning these qualities allows workers to manage problematic situations better.
On the other hand, those who have low emotional intelligence often fail to manage their stress levels which affects their work performance. General success -
as a result of self-control and having the ability to affiliate well with others Factors affected by
Emotional Intelligence (Rosete & Ciarrochi, 2005)
Some companies place emphasis on the range of skills, understandings and attributes that make an individual more employable (e.g. Yorke, 2006) whereas others have suggested it is the actual gaining and retaining of fulfilling work that can be indicated by graduate employment statistics (Hillage and Pollard, 1998).
There should be less focus on EMPLOY and more on ABILITY!
If Employability is being characterised as a series of desirable personal attributes learned due to being part of the journey through higher education...
to what extent is employment actually is gained by the individual alone? (Harvey, 2001; Lees, 2002). (Boden & Nedeva, 2010). Team Work Creative thinking is the root of Innovation... "the production of novel and useful ideas in any domain" "the successful implementation of creative ideas in an organisation" Creativity Innovation (Amabile, 1996, p. 2) Componential Theory People cannot just simply be creative, it requires: domain-specific skills
a flexible work approach
a goal of completing task for satisfaction of producing creative piece of work - not for an extrinsic reward (Amabile, 1983) Organisational Settings There needs to be space to 'do differently'
Innovation can facilitate change and adaptability in fast-moving markets and can be crucial in terms of the survival of some businesses (Audretsch, 1995). Support from managers and colleagues:
Being open to new ideas
Providing an atmosphere that fosters creativity
Putting trust in employees allowing them to take risks. Personal Demonstrations
brainstorming - to note down all potential solutions to problems in essays
having regular breaks - to relieve any stress and avoid counterproductivity
working in a more suited environment - the library (Buchan, 2000) Innovation cannot be forced, it requires enough
freedom and time to foster creative thinking. When I give myself more time to complete assignments, the pressure to meet more immediate deadlines is alleviated and the quality of my work remains to be the main focus. This gives me more freedom and allows creative thinking to happen naturally. Here are some of the techniques I used: Working in groups in organisational environments can fail when there is: Organisational Settings an unclear purpose of the task
hazy deadline dates
too big of a group - which can lead to lack of communication and a negative affect on performance (Jossey-Bass, 1990) (Hoegl, 2005) Implementing teamwork properly can affect a range of factors in the work place: general job satisfaction
better sense of control of work
freedom to use initiative in when making decisions
tackle problems with more diverse approaches
enhances interpersonal relationships (Batt, 2004) (Felstead, Gallie, Green & Zhou, 2010) (Bolman & Deal, 1992) "Positive recognition of the team as a unit enhances the efficiency of teamwork" (Lembke & Wilson, 1998) Personal Demonstrations Training in teamwork? One of the problems is that some organisations do very little to enhance teamwork and fail to make themselves aware of the processes that take place in order to produce the work but rather prefer to focus on the end result. Introduction of Team Building activities can... Improve communication Boost morale Motivate employees Improve interpersonal relationships Improve productivity Learn about others' learning styles Improve atmosphere of work environment Learn to build trust (Chowdbury, 2009) Organisational Settings Group aim in retail environment: to achieve challenging sales targets and deliver excellent customer service all at the same time. 'Communication skills are key' Without communication, definite goals cannot be properly reiterated to the team, specific team roles cannot be allocated and tasks might be misunderstood by individuals. From my experience in retail I have noticed that working in teams and performing your role correctly is essential in order to achieve these targets. The different roles included: the 'greeter' - approach the customer
the 'assister' - attend to the customers needs and issues
the 'closer' - close the sale Without everyone playing their role effectively, targets will not be met. 'All teams are groups, but not all groups are teams' Team A group of people: with different skills and roles
who interact with each other
have common goals
share the identity of a 'team' Emotional Intelligence Perceiving Emotions Understanding Emotions Managing Emotions Using Emotions (Harvey, 2003) (Mayer, DiPaolo & Salovey, 1990; Salovey & Mayer, 1990). Employability is the propensity of students to gain employment. Do you have the E-factor? Steph Hargreaves
B1015653 (Staniforth, 1996)