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Go beyond results!

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Marga Torres

on 4 June 2013

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Transcript of Go beyond results!

go beyond results marga torres
competences management Human Resources
activity to go beyond results
we must look further performance management... competencies
management model marga torres (1980) emotional competences framework thank you for your time! aligned with
company's strategy consultamargatorres@gmail.com
(230) 98 52 965
skype: rubiol-80 DEPLOYMENT
OF ACTIVITIES employee's performance administrative
tasks people
management HR strategic planning structure human
process knowledge payroll
insurances... Labour relations hazard prevention
medical services
social benefits, pension...
trade union. How is market behaving in
2013 in
Mauritius? HRS
must help the company to align employee skills and efforts with the company's strategic plan decreasing of products and processes
life-cycle internationalization
market globalization
new competitors
new organizational structures growing of

customer services
focused on
exigent client time decrease
in development &
delivering of products

fast changes in market environment emotional intelligence in workplace, Goleman (1998) new criteria is leading the workplace rules 1 3 the high cost of emotional incompetence 2 4 5 what employers and investors are looking for in employees? 6 "portable abilities" "emotional intelligence" "there is a different way to be an brilliant employee" intellectual coefficient


emotional coefficient why this methodology has turned so important and effective? flexibility
initiative self
awareness accurate
self-assessment emotional
awareness self
regulation conscientiousness innovativeness self control adaptability self
motivation initiative optimism commitment achievement drive social
awareness developing
others political awareness service orientation empathy leveraging
diversity social
skills conflict
management team capabilities change catalyst communication collaboration
& cooperation realize the links between
their feeling and what they
think, do, say and how these
feelings can affect their
performance aware of their strengths
and limits learning from
the own experiences.

open to feedback,
continuous learning
& development www.ieconsortium.com cases study Salovey, Mayer, Caruso (1995) Yale University self confidence sureness about one's
self-worth and capabilities.

able to be decisive, to make
sound decisions despite
uncertainties and
pressures manage the impulsive feelings
and distressing emotions, able to stay composed, positive and unflappable even in trying

Think clearly and stay focused
under pressure trustworthiness maintaining standards of honesty and integrity building trust in others.

admit the own mistakes and
comfort unethical actions in others taking responsibility for personal performance, meeting commitments and keeping promises.

organized and
careful in the work. flexibility in handling
change, smoothy handle
multiple demands, shifting
priorities and rapid change.

adapt the responses and
tactics to fit fluid events. striving to improve or meet a standard of excellence.


able to take
calculated risks. aligning with the goals
of the group organization.

ready to do personal
sacrifices to meet larger organizational goals. readiness to act on

pursue goals beyond what's required &
able to mobilize
others. being comfortable with new information.
generate new ideas.

entertain original
solutions to
problems persistence in pursuing goals despite obstacles and setbacks.

operate from hope and success rather than fear or failure. sensing other's feelings
and perspective, and taking an active interest in their concerns.
active listening.
help based in understanding of
needs meet customers' needs.
match needs with products or services.
increase client's satisfaction and loyalty.
gladly offer appropriate assistance acknowledge & reward people's strengths, accomplishments, and development.
offer useful feedback and identify people's needs
for development. respect and relate well to people from varied backgrounds.

see diversity as an opportunity changing
bias and intolerance. detect crucial social networks.
understand the forces that shape views and actions of clients, customers or competitors. sending clear and convincing messages.deal with difficult interactions straightforwardly.

stay receptive receptive to bad news as well
as good. recognize the need for change & remove barriers.

champion the change and enlist others in its pursuit.

model the change
expected of others. handle difficult people and tense situations with diplomacy and tact.
encourage debate and open discussion.
look for win-win solutions collaborate, sharing plans, information, and resources.

promote a friendly, cooperative climate. model team qualities
like respect, helpfulness, and cooperation.

build team identity,
esprit de corps, and commitment. the optimal process for developing competences management in organizations transfer &
maintenance implementation preparation engagement
phase consortium for research on emotional intelligence in organizations (2008) performance appraisal
career planning
assessment & coaching
internal communication
learning & development
remuneration & compensation plans
staff planning presentation of draft
involve leaders
collect individual feedback
match ideas & suggestions
agreement HR strategic
planning culture: who we are
vision: objectives
mission: action plan who we need? with what skills? analysis asses each BU's needs
link needs to main strategy
coach personal strengths & limits
encourage participation
link goals to personal values
adjust expectations
gauge readiness foster positive relationship between HRM and employees
set clear goals
break goals into manageable steps
train and coach
maximize opportunity for practice
provide frequent feedback
prevent relapse motivation performance IMPROVED
use skills on
the job remove
constraints provide an organizational
culture that
EVALUATION areas of expertise education work experiences Emotional Intelligence in Organizations
Leadership & Management
Human Resources Design & Strategy
Soft Skills Learning & Development
Training Needs Analysis/ 360 Feedback
Executive Coaching
Recruitment per Competences Masters in Human Resource Management - EAE Business School Barcelona 2010-11
Masters in Emotional Intelligence in Organizations - University of Barcelona, 2009-11
Masters in Coaching & Leadership – Qualified to exercise. University of Barcelona, 2007-08
BA in Social Anthropology – Expertise: Labour’s Anthropology. University of Barcelona, 2006-08
Masters in Centre Management - specialized in Health Centres - University of Barcelona, 2004-05
BA in Social Education – Expertise: Psychology in the workplace. University of Barcelona, 2003-06
Mauritius Quality Authority registered up to level 9 in Human Resources field activities. HR consultant at FRC
consultant collaborator at Medine
cross exposure at Maradiva Hotel
University of Barcelona
HR consultant freelance
HR manager health sector
Full transcript