Burned out Managers Require Help to Recharge

Chances are managers in your organisation are feeling burned out. Middle managers have felt the squeeze of having to execute strategy from above while coaching and developing their teams below them — often without receiving the same type of development or empowerment from more senior managers. Often under-resourced, they frequently roll up their sleeves to do the work alongside their teams, particularly given higher rates of turnover in the last few years.

Research from McKinsey revealed that some middle managers spend up to two days a week on individual contributor work and a day a week on administrative tasks, in addition to their management responsibilities. Too much work, combined with too little time and resources adds up to scores of exhausted managers, who are almost twice as likely to leave their employer, according to research from Microsoft.

Burned out employees goes well beyond simply being tired or stressed — thus, recovering from it is not a quick fix. It takes time, intention, and organisational support to not only regain a sense of equilibrium, but to also feel energised, engaged, and motivated again.

To be sure, each person’s experience of being burned out will be different, so various approaches to address it will impact them differently. Likewise, there is no silver-bullet antidote. Employing a multi-pronged approach that includes the strategies below will help your managers in their burnout recovery journey.


There are two aspects to this strategy. First, recognising and showing concern that an individual is experiencing burnout can help them feel seen, understood, and even cared for. Acknowledging the burnout also puts it on the table so that it can be addressed.

The second aspect is to recognise the manager’s sustained efforts and positive contribution or impact on the business. In a study of more than 12,000 employees, Workhuman and Gallup showed a strong positive correlation between employee recognition and wellbeing, which also led to better business outcomes. Moreover, this recognition can show the individual they are making a difference, especially when their impact might not be as visible to them. This can help them to counter feelings of diminished efficacy, reduce their cynicism or mental distance from the job, and derive more meaning from their work.

“When we take time to recognise people, it not only has a positive impact on them but on ourselves as well,” shares employee appreciation and workplace culture expert Christopher Littlefield. “The act of noticing what is going well, celebrating progress, and sharing the impact of their work helps us generate meaning, hope, and a sense of belonging — all things known to promote wellbeing. This can be as simple as taking five minutes to write a meaningful thank you note, give a quick compliment, or even use reflective recognition.”


Creating opportunities for personal connection (both in-person and virtually) amongst managers as a group can counter feelings of isolation that are common with burnout, particularly for those working remotely. Creating a sense of community, where managers can share their challenges (and successes) with their peers not only facilitates support, but also reduces feelings of isolation that can come with burnout and creates a sense of being “in it together.”

Likewise, connecting one-on-one beyond the work at hand can also be powerful, and may be more meaningful to some. “Picking up the phone to check-in on a colleague can help remind someone that you are there for them,” shared Adam Smiley Poswolsky, a workplace belonging keynote speaker. “Reconnecting with a coworker you haven’t spoken to in a while can provide them with energy and inspiration – especially when they are struggling with stress or burnout.”

Poswolsky added: “A simple act of kindness — like remembering a coworker’s birthday, or buying a colleague their favourite coffee order, makes people feel like they belong. When we provide more time and space for human connection at work, we normalise talking about the full spectrum of human emotions, of which burnout is one of the most common. When we normalize talking about burnout or stress or loneliness, we help people feel less alone, which in turn can help them feel much better.”

Re-assess, Re-prioritise, and Re-distribute Work

When managers are burned out, it’s likely due in large part to an excessive, unrelenting volume of work, and as new priorities emerge, existing projects do not get de-prioritized. Everything has become important and stays on their plate, making the workload unsustainable.

Conduct an audit of what your managers are each working on and what’s consuming most of their time. Identify the top three areas that will make the biggest difference in achieving the organisation’s goals. Focus your managers’ effort on these and de-prioritise the rest. In doing so, determine what can be put on the back burner, what deadlines can be extended, or what can be cancelled altogether. Likewise, re-assess the level of detail or quality needed for certain work products or metrics for success.

As part of this re-evaluation, take time to understand each person’s workload and capacity and re-distribute work, as needed. Moreover, make this a regular practice to help your managers re-assess and manage priorities on an ongoing basis.

While you can’t create more hours in the day, you can make the case to adjust the scope of the work to be commensurate with the resources available (i.e., people, time, and budget) or advocate for more resources, such as budget to hire more people or engage outside contractors to share the workload, even if only temporary to manage a peak period.

Revise Team Agreements

Empower the managers on your team to help solve the problem of burnout by revising agreements about how you all work together. What boundaries can you and the managers on your team agree to respecting? This may include things like not sending evening or weekend emails or avoiding other micro-stresses. Looking for a better way forward together by creating new norms can help create a sense of agency that is often missing in cases of burnout.

As a team, you can decide things like how you will hold each other accountable to your respective commitments, give each other permission to push back or say no, and establish specific non-meeting days to do focused work. Making these types of agreements can reduce wasted time, energy, and frustration, as well as create a sense of empowerment and ownership for their experience going forward.

Regularly Check-In

Touch base one-on-one with your managers on a regular basis, particularly those who have exhibited signs of burnout. Check in to see how they are doing and how you can best support them. Ask them where they are stuck. Make it safe for them to speak up and tell you when they’re feeling overwhelmed so you can discuss how you can make their work less taxing by clearing obstacles or taking things off their plate, as appropriate.

Relax and Reset

While not sufficient alone to recover from burnout, taking a meaningful break from work to decompress is a necessary step to restore your managers’ energy level and help them reset, both mentally and physically. Set the expectation that they use all of their vacation time — it can be easy to put off or skip vacation when there’s so much to do. The reality is, there will always be more to do, so trying to wait until you feel caught up at work is like running a marathon with no finish line.

In addition, by making vacation mandatory, you can help counter any warrior mentality in your organisation’s culture that might be a contributing factor to burnout. This can be done in a staggered way amongst team members to avoid business interruption, or some organisations choose to shut down completely during selected weeks of the year.

Whichever approach you take, give your people permission to completely unplug while they’re away and role model this for your team. Research shows that working during time off (which, sadly, two-thirds of Americans do), reduces intrinsic motivation, which will already be at a low point if the individual is burned out to begin with.

The remedy for feeling burned out is not an instantaneous single solution, nor is it one-size fits all. Using the aforementioned strategies in combination over time will allow you to not only support and recharge your burned-out leaders, but also to keep burnout at bay going forward.


Take the first step towards transforming your remote work culture by requesting a free demo assessment from Great People Inside.

Our team of experts will guide you through the assessment process, showcasing the effectiveness and value of our tailored solutions for your organization.

During the demo, you will have the opportunity to explore the comprehensive features and functionalities of our psychometric assessments, experiencing firsthand how they can empower your HR strategies and drive positive outcomes. From personality assessments to cognitive abilities and team dynamics evaluations, our assessments provide valuable insights to enhance talent management and foster inclusive remote work environments.

Don’t miss out on this opportunity to test the power of unbiased HR solutions. Request your free demo assessment from Great People Inside today and embark on a journey of fair and effective talent management in the remote work era.

Together, we can unlock the true potential of your remote teams and achieve remarkable success.Request a Free Demo Assessment.

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Unmasking Proximity Bias in Remote Work: Shattering the Illusion of Objectivity

Morale Boosting Through Little Gestures of Recognition

Rewarding employees for a job well done undoubtedly brings benefits not only for their morale but also for the organisation. Awards and recognition are perfect ways to celebrate milestones, paving the way for a supportive work culture. In fact, 44% of employees offer peer to peer recognition when they have access to the right tools, according to a culture report by TINYpulse. The report also says that 20% of all employees are willing to go the extra mile when appreciated by their colleagues.

Loyal clients and long-standing employees can be acknowledged through service awards, performance awards and milestone gifts, say experts at Inkwell Global Marketing. In these trying times, what can managers do to keep their employees motivated?

The Impact of Positive Employee Morale

Firstly, it leads to an increase in productivity and efficiency in the workplace. When employees genuinely enjoy the work atmosphere, they are pushed to work more efficiently and productively. Whenever employees have high morale, they will enjoy going to work and on top of it all, their quality of work is much higher.

Second, when employees have positive employee morale, they give the company a competitive edge. Think of this way, if your company is facing bankruptcy then one of the easiest ways you can pull through that crisis is when employee morale is high. Your employees will put their heads together and will strive to avoid the apocalyptic end of the company.

Positive and high company morale will lead you to attract and retain top talent. Employees will feel far more likely to remain loyal to the company when they have a good and healthy work environment which in turn leads to higher employee morale and that positive energy will help attract and retain talent.

Lastly, positive employee morale helps reduce costs. Think of this domino effect: high employee morale helps reduce workplace accidents which leads to fewer absences and helps lower stress which then leads to less paid time off.

In addition, prior research suggests that helping employees feel more valued and supported is important not just for those individual employees’ wellbeing, but also for the organisation as a whole. Studies have shown that when employees are more satisfied with their organisation, they are more productive and less likely to leave, and that recognising and empowering employees can increase motivation and improve performance across the organisation.

Clearly, symbolic interventions can be effective. But to maximise their impact, it’s important to customise these efforts to your organisation’s unique context. Research suggests that there are a few key factors managers should consider when trying out low-cost symbolic awards:

The Messenger

One of the most important considerations is who the award will come from. Management should consider where there might be current gaps in feedback — perhaps employees do not interact much with the beneficiaries of their work, or with senior leaders in their organisations — and should prioritise notes of appreciation from these groups. Especially when interaction is limited due to remote work, studies suggest that positive feedback from key stakeholders is likely to be particularly essential to keep socially-driven employees motivated.


It is also important to think about when the symbolic gesture is likely to make the biggest impact. For employees whose daily workflows have become increasingly stressful and unpredictable during the pandemic, daily recognition of the impact of their work could well be effective, while in other environments, daily feedback may start to feel forced or repetitive. In addition, research on the Fresh Start effect suggests that recognising your employees can be particularly impactful at key temporal landmarks. For example, a thank you note sent at the start of a new quarter or positive feedback delivered at the conclusion of a major project can serve as a booster shot of motivation when employees need it most.

Make It Public

Private feedback is appropriate in some situations, but public recognition — such as awarding certificates during a team meeting — can often be a cost-effective way to motivate the entire team. Public recognition can feel more impactful to the recipient, and it can also boost motivation among all employees, including those who aren’t recognised themselves. In one field experiment, when thank you cards were publicly awarded to the three top performers in small work groups, researchers found that performance increased not just for the top performers who received the recognition, but for all members of their group. This may be because witnessing a colleague receive accolades could compel other employees to improve their own performance to measure up. However, another study found that recognising employees publicly led to negative social comparison that reduced performance among non-awardees — so it’s important to consider both the positive and negative signals that public awards can send to employees, and adapt your messaging accordingly.

Details always Matter

Your employees can tell the difference between a rushed job and genuine appreciation. To make sure your symbolic interventions are well-received, it is important to pay attention to the details. For example, in our studies, the letters of appreciation were signed in ink by a direct manager and mailed to employees’ homes. A blanket email would no doubt have been much less effective. Another study found that employees were significantly more productive after receiving a physical, non-monetary gift that when they received small financial gifts. Employees reported feeling more valued when they could see that their employer took the time and effort to choose, purchase, and wrap the gift, and so they increased their own efforts in return. In conclusion, symbolic interventions such as thank you notes can also make a real impact — without the potential downsides of cash rewards, and with little to no cost to the employer. During these exceptionally challenging and stressful times, a bit of appreciation can go a long way.

Given our current situation knowing that your colleagues or employees are best suited for this new scenario we find ourselves in. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It is now important to find out whether your managers or your team is well-equipped of working together from various locations. It requires deep knowledge of their personalities, strengths, weaknesses, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you discover if your people are resilient during times of hardship, if they are autonomous, if they are team players, without actual human contact. Given that our platform is cloud-based, everyone can use it from home as well. Humanity finds itself at a crossroad for various reasons now, why not help people discover and develop themselves from the comfort of their own homes?

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Virtual Work Skills Have Become a Must

2020 is the year that work went remote. In a matter of days, entire workforces were sent home and told to set up shop. Employees with no prior experience working from home were asked to navigate digital communication platforms, online meeting tools, and a deluge of email.

When you couple the inherent challenge of communicating remotely with uncertain and turbulent times, creating a cohesive and successful remote team can feel like an uphill battle.

Maintaining strong, productive relationships with clients and co-workers can be challenging when you never see the person you’re working with. Yet, it is common to have ongoing work relationships – sometimes lasting years — with people you’ve never met in person.

We often think of “virtual work” as working with someone located outside an office, or in another city or country. This type of work is on the rise: a 2017 Gallup report found 43% of American employees work remotely; in another survey, 48% of respondents reported that a majority of their virtual teamwork involved members from other cultures.

However, virtual work also encompasses how we are turning to technology to conduct business with nearby colleagues, sometimes within the same building or campus. At a large consumer-products firm where we’ve been conducting research, an HR director recounted the changes she witnessed in employees located in two buildings a few miles apart. “Ten years ago, we would regularly drive between buildings to meet each other, but today, we almost never do; meetings are conducted by videoconference and everything else is handled on e-mail and IM.”

Research consistently indicates that virtual work skills – such as the ability to proactively manage media-based interactions, to establish communication norms, to build social rapport with colleagues, and to demonstrate cooperation – enhance trust within teams and increase performance. Our surveys indicate that only about 30% of companies train employees in virtual work skills, but when they do, the training is more likely to focus on software skills and company policies than on social and interpersonal skills. Our findings are similar to those of a 2006 survey of HR leaders on training of virtual teams, suggesting that while technology and virtual work itself has advanced dramatically in recent years, our preparation to work virtually has not.

Recent reviews of the last 30 years of virtual work research shows that the most effective workers engage in a set of strategies and behaviours that we call “virtual intelligence.” Some people tend to be naturally more adept at working virtually than others; yet, everyone can increase their virtual intelligence. Two specific skill sets contributing to virtual intelligence are 1) establishing “rules of engagement” for virtual interactions, and 2) building and maintaining trust. These skill sets are relevant to all individuals who conduct virtual work, including co-workers in the same office who interact virtually.

Communication Is Key

While employees struggle to find their places in a new virtual team, how can we ensure the forced—or in some cases, desired—distance doesn’t lead to a culture of silence and silos? How can you put your people first and ensure distance doesn’t come between relationships and results?

Communication technology. Once you know you’ll be working virtually with someone on a regular basis, initiate a short conversation about their available technology, and agree on the best means of communication (e.g., “We’ll e-mail for simple, non-urgent matters, but get on Skype when there is something complex that might require us to share screens. Texting is fine if we need to get in touch urgently, but shouldn’t be used day-to-day.”)

Best times to connect. You might ask your virtual co-worker, “What times of day are typically better to call or text? Are there particular days of the week (or month) that I should avoid?” Establishing this rule early in a virtual work relationship both establishes respect for each other’s time, and saves time, by avoiding fruitless contact attempts.

How best to share information. If you’re collaborating on documents or other electronic files, establish a process to ensure you don’t inadvertently delete updates or create conflicting versions. File-sharing services such as Dropbox can help monitor revisions to jointly-owned documents (often called “version control”), but it is still wise to establish a simple protocol to avoid lost or duplicated work.

As the use of technology for all types of communication has become ubiquitous, the need for virtual work skills is no longer limited to telecommuters and global teams; it now extends to those of us whose work never takes us out of the office. Making a concerted effort to develop these skills by setting up rules of engagement and establishing trust early can feel uncomfortable, especially for people new to the idea of virtual work. Most of us are used to letting these dynamics evolve naturally in face-to-face relationships, with little or no discussion. Yet, workers with higher virtual intelligence know that these skills are unlikely to develop without explicit attention, and that making a short-term investment in developing the virtual relationship will yield long-term benefits.

Building and maintaining trust

Two types of trust matter in virtual work: relational trust (trust that your colleague is looking out for your best interests), and competence-based trust (trust that your colleague is both capable and reliable).

In order to build relational trust you must bring a social element into the virtual work relationship. Some people do this by starting conversations with non-work-related questions, such as “How are things going where you are?” or “How was your weekend?” Avoid making questions too personal, and don’t overwhelm your colleague with extensive details of your life. Keep it simple and sincere, and the conversation will develop naturally over time. Let your enthusiasm and personality show in your virtual communications. Keep it professional, but try adding a little of your own ‘voice’ to give your virtual colleague a sense of who you are, just as they would have in a face-to-face meeting.

Competence-based trust is highly important as well and to create such a relationship sharing your relevant background and experiences, indicating how these will help you support the current project. For example, on a new product development project, you might say, “I’m really looking forward to contributing to the market analysis, as it focuses on a market that I researched last year on another project.” Take initiative in completing tasks whenever possible and communicate that you’re doing so with periodic update e-mails. Doing this shows commitment to the shared task. Respond to e-mail quickly and appropriately.

Many virtual work relationships fail due to inconsistent e-mail communication. Silence works quickly to destroy trust in a virtual colleague. We recommend replying to non-urgent e-mails within one business day (sooner if it’s urgent). If you need more time, send a quick acknowledgement of the e-mail, letting your colleague know when you will reply.

Given our current situation knowing that your colleagues or employees are best suited for this new scenario we find ourselves in. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It is now important to find out whether your managers or your team is well-equipped of working together from various locations. It requires deep knowledge of their personalities, strengths, weaknesses, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you discover if your people are resilient during times of hardship, if they are autonomous, if they are team players, without actual human contact. Given that our platform is cloud-based, everyone can use it from home as well. Humanity finds itself at a crossroad for various reasons now, why not help people discover and develop themselves from the comfort of their own homes?

Request a free demo:




Why Do People Hate Their Jobs

Have any us taken the time to look around at the people boarding the subway or bus lately? You may notice that there are very few people who look at all excited about the day ahead. If you start a conversation with one of them, you may soon find out how much they hate their job, or their boss, or their long hours (some of them possibly unpaid).

Whilst growing up, people generally had some sort of idea regarding the career path they wanted to pursue. Even though over the years that idea may have changed, most people eventually figured out which industry they desired to work in. Given how life usually works, sometimes expectations aren’t met. This can lead to numerous employees disliking their jobs. ProOpinion has recently released the findings from a business research they have done in which it was revealed that roughly 31% of employees believe they aren’t paid enough, 21% do not have a proper work-life balance and 20% have stated that the unreasonable amount of workload represents the cause of their unhappiness. Others have also said that they have experienced professional relationship issues due to incompatibility with managers and/or co-workers and a lack of job advancement.

Naturally, it can be understood when unemployed job-seekers say: “If I had a job, I wouldn’t even dare to complain! I’d be grateful for the paycheck.” It is important not to take this the wrong way because those people mean it when they say it, but beware of people who say: “I wouldn’t complain at all, a job is a job!” They most likely have forgotten how harrowing it is to wake up every morning going to a job you hate. This stressful situation can take its toll on your health, both physically and emotionally.

There are managers out there that regularly complain about unmotivated employees. But who in their right mind would want to go to work unmotivated? Managers and employees alike must realise that motivation is a feature of the environment, not the people who work in it. Improvement is key.

The first step in improving your career, and an essential one at that, is to come to terms with the fact that you’re not happy with what you’re doing at the moment, and this realisation is not that easy to achieve. Our conscience usually tells us to stop complaining, get on with our work and to be grateful for what we have. However, we cannot force ourselves to be grateful, doesn’t matter how much we try. If people are under the impression they are in a toxic situation it may become harder for them to get out of bed, never mind doing a great job at work.

Social life is important as well
Even though having a job is a big part of our personal development, this doesn’t mean it has to be our sole purpose in life. People want jobs where they can be fulfilled both professionally and personally. When people forget about this, they tend to become dissatisfied with their current employment.

A healthy work-life balance differs from person to person, hence what is important to one person may not be as crucial to another. If you are spending too much time either at work or you continue to work from home can leave you tired, stressed out and may lead to sickness. Furthermore, it can also lead to more responsibility at work, which will only intensify the other effects.

Forbes magazine has discovered that employees want options through which they reduce the pressure that hovers over them. Some of the options available today are telecommuting and the possibility of flexible work hours which will allow employees to plan their schedules ahead in order to fit their specific needs, thus offering them the opportunity to reach the balance they desire. This does not mean that all this work has to be put in by the manager or company. Employees are responsible for their own actions and must learn to adjust their own habits by leaving the office on time and leaving job-related tasks at work. It’s pointless to think that you can achieve a good work-life balance if you don’t make time for yourself to relax and unwind.

Money isn’t everything, but it helps
When people really love what they’re doing, they may be willing to disregard a low salary if they will be working in a position they enjoy and if they will be surrounded by people who have similar interests. However, if that job starts to become a place they hate going to, frustration will start to build towards co-workers and manager, thus ending up creating a lot of tension around the workplace.

Furthermore, employees want to see their hard work is appreciated, and that may come in various forms such as benefits or even a pay raise. If they feel they are being neglected from getting a promotion, people might want to quit the organisation. However, there are other benefits that may compensate for not having a higher salary, but in the long run, they won’t be solving any problems. A pay raise shows the employee that you value his hard work and may also represent a sign of things to come (i.e. promotion). By simply repaying hard work and offer a clear path of advancement for deserving employees businesses will be able to keep their staff happy.

More responsibility shouldn’t result in more problems
Offering employees more responsibility at work makes workers feel valued and important. It also shows them that they are trustworthy and reliable. It may be a match made in heaven if this also comes with a new title and a higher pay. However, there is always the other side of the coin when employees show their willingness to work and excel in their role; they may find that they’ve taken too much responsibility on their shoulders. At the end of the day, workers may find themselves assigned to more projects than they have the physical time to finish it.

An overflow of work causes people to stress out and feel that they are letting the manager and company down by not completing all of his or her tasks. This is even more problematic when employees believe they are not being paid enough for the effort and sacrifice they put in. While it’s good and reassuring for managers to have employees they can count on, this doesn’t mean that those employees should receive all the work. It is admirable they are willing to help out, but it shouldn’t lead to health problems and general unhappiness lives. In order to keep their most valued employees happy within the company, managers need to learn how to delegate work evenly and not just to a selected few.

There are numerous reasons why people end up being unhappy at the workplace, but if we’re honest they are pretty much all connected. Incapable managers and employees always lead to a negative and toxic environment and a tremendously excessive workload. Extra responsibilities almost always cause workers to feel that they are being underpaid for the amount of work they’re putting in and it also interferes with their personal lives.

This is where Great People Inside comes to your aid. Our online platform offers the best solutions and tools for your company to thrive in every type of industry and any possible situation your organisation may find itself. In terms of lowering your employee turnover rates, we recommend our GR8 Full Spectrum assessment for hiring and 360° Survey for retention. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It requires deep knowledge of your own organisation’s culture and a keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.

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The Search for Emotional Intelligence (E.Q.)


The global workforce is continuously changing. Managers and entrepreneurs are finding it harder and harder to find the right candidates for their roles. Normally, when searching for a new employee, they look at candidates’ skills, prior experience and professional goals. Of course these are important factors that need to be taken into account, but it somehow makes managers forget about a key ability which is quintessential to a successful hiring: emotional intelligence (EQ).

In order to understand how overlooked this factor is, you should know that many job descriptions do not even list this ability as one of the reasons for a successful candidacy. Building a team of emotionally intelligent people can have a positive effect on the company’s performance.

What is emotional intelligence? There are many interpretations surrounding this phrase, but how exactly can we define it? Psychology Today defines it as: “the ability to identify and manage your own emotions and the emotions of others.” In other words, a person is considered to have a strong emotional intelligence when they are able to keep their emotions in check, whilst also empathising with coworkers and understanding why and how their feelings can impact the quality of their work.

People with high emotional intelligence are more capable of working in teams, are more flexible and they adjust easily to change. A person with a high level of EQ is more likely to succeed than one with degrees and qualifications who lacks EQ.


But how can we find emotionally intelligent employees? Here a few tips and tricks in order to identify them easier:


  1. Enquiries about past actions and professional relationships

During the interview, the recruiter can ask how well the candidate interacted with his former co-workers, if they got on well. This is where recruiters should be able to find out how in touch with their emotions the candidates really are and whether they are capable of describing them. The answers received during these questions offer you a good start regarding candidates’ emotional abilities.

  1. Hypothetical scenarios

To get even more in-depth information about the candidate, present them with a hypothetical situation like this one: “A client is mad due to a delivery mix-up and your company is not at fault. How would you deal with that situation?” EQ people will always remain calm and will try to figure out what happened to the client and try and sort things out in a calm and polite manner.

  1. Candidate self-awareness analysis

Candidates with a strong sense of self-awareness can easily detect their own strengths and weaknesses and how their actions can influence or affect others. Self-awareness also goes hand-in-hand when a person learns a lesson through constructive criticism. People such as this can also control their emotions when the situation asks for it. They understand, but don’t let anything control their actions. Candidates with a high level of EQ do not require motivation, because they are self-motivated. Even when disappointment occurs, they pick themselves up quite fast given their inner ambition. Last but not least, these type of people can easily trust and work within a new team. They do not favour backstabbing and avoid power struggles at all costs.

In their search for EQ people, many companies have started using behavioural assessments and analysing their internal data. Although the tactics mentioned above are great, you may be surprised, but you can find the necessary emotionally intelligent people in your organisation. Besides the usual qualities required for a successful employee, some recruiters consider emotional intelligence to be a hassle in their search, but it is worth the extra work. Having more and more people with a high level of EQ can radically transform the workplace, given the fact that your employees will be more engaged and committed to steer the organisation into the right direction.

Great People Inside provides easy-to-use tools and processes to attract, assess, match, select, onboard, manage, develop, benchmark and maintain workforces anywhere in the world.

Finding the right talent, the best fit for the job and your organisation, can be a very challenging task. It requires deep knowledge of your own organisation’s culture and keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.

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Discovering the Millennial Mindset of 2017


There are many things that have been said about Millennials these days and not all of them are good things. As a group, they are being viewed as lazy, entitled, impatient and disloyal due to their lack of continuous activity at one particular job. Every company wants to understand them better, because they stand as a group that is also looking for a good balance between work and personal life, feedback and they do not shy away from a smaller salary as long as they have a proper work environment.

But having a good work environment isn’t everything for millennials. They are looking for wellbeing programs whilst also developing a purposeful life and being active throughout. Given the fact that they practically grew up alongside the technological boom, engagement at work is something they are struggling with.

Today’s business environment isn’t prepared for this generation and vice versa. Millennials lack in social skills due to the fact that they are always “online” and this makes it difficult for companies to fully grasp their needs and desires. Although there are apps and tools that help people connect with one another, that allow them to easily share information of any kind, too much connectivity is actually killing connectivity.

People have stopped interacting face-to-face and it’s absolutely vital that real human contact is brought back into our society. Unfortunately, for large organisations, big events are not at all effective; when you are gathering over 100 people in the same place, obviously people will interact with their usual acquaintances.

Millennials are also not rushing into marriage and do not show the same level of commitment in their respective communities, whilst they also distance themselves from political and religious affiliations. A study done by Gallup has uncovered the fact that close to 44% of millennials interviewed, declared to be politically independent in comparison to people from generation X, baby boomers and traditionalists with 37%, 32% and 26% respectively.

Simply embracing ideas, principles and values is not the “millennial way”. This happens because they are connected with everything that happens in the world around them. and they are exposed to a huge array of different opinions and ideas.  As mentioned earlier in the article, millennials are connected 24/7 to the internet and have instant access to anything ranging from news and political debates to entertainment and comedy shows. The same study done by Gallup revealed that a whopping 91% of millennials possess a smartphone and 71% of them use the internet for information and news. That is how millennials build their unique viewpoint on a global scale, thus making them intriguing to observe, specifically the way in which they buy, communicate, work and interact.

The “usual” workplace mindset is not something they relate to. Millennials are looking for a more personal approach from their managers in terms of their relationship. The aforementioned study, noticed that 62% of millennials that manage to speak with their managers about non-related work issues see themselves working for that company a year from now.

Given the fact that millennials are keen on company values, they wish to see a change in behaviour reflected in community and/or society programs. In a study conducted by Deloitte for 2017, it was revealed that 62% of millennials want to see business leaders devoted to improving society, this representing a 9% increase from 2015. Furthermore, 65% think that companies are acting in a more ethical manner, corroborated with a 16% decrease in criticism, in regards to 2015, in relation to business activities.

Millennials wish to see businesses involved in projects that focus on economic, environmental and social issues that concern our days. To be more precise, they wish to see organisations address problems regarding: cyber-security, economic stability, health care, unemployment, climate change and education.

In conclusion, although millennials appear to be fussy and disinterested, they value a strong work and business ethic and given their moral compass, they want a continuous development of society in order to ensure a meaningful and enjoyable existence/life for everyone around the world.





The 2017 Deloitte Millennial Survey:
Apprehensive millennials:
seeking stability and opportunities
in an uncertain world

The Effectiveness of High-Potential Employee Programs

High-potential (HIPO) employees find themselves in the top 5% within an organisation, based on their individual performances. They are considered the company’s most prized assets and are being tipped-off to go into leadership positions. But this is easier said than done. In most cases, organisations develop HIPO programs in order to train their best employees in becoming future leaders.

Although high-potential employee programs might seem like the perfect solution, over 40% of the people participating do not belong there, according to the data analysed by the Harvard Business Review (HBR). The information gathered by HBR consists of 1,964 high potential employees, from 3 distinct companies, who have measured their leadership abilities through 360° assessments. Feedback is immediate, with analysis reports being developed almost instantly. This type of assessment is done when organisations wish to measure capabilities such as low turnover, employee engagement and high productivity. Obviously, the better the score, the better the outcome.

When looking at the data gathered from the participants in the HIPO programs, the results were outlandish. 12% of them found themselves in the lowest quadrant in leadership effectiveness; resulting in an overall 42% below average. They’re not in the top 5% anymore, not by a mile.

What about the quality of the HIPO programs that are running in your company? There are a couple of mistakes that may come along the way in regards to these programs:

  1. Performance doesn’t equal potential: HIPO programs tend to focus too much on performance and that generally leads to problems in today’s ever changing business climate. First of all, most companies do not know how to measure performance given the fact that if subjective ratings are eliminated, there are very few metrics left to count on. Secondly, even if the right parameters are chosen to measure performance, most top performers cannot handle or are simply not prepared for the next level. The transition from being a simple employee to a manager, or from a manager to a leader, requires abilities most people haven’t been trained for before. Plus, there is always the possibility that HIPO employees focus on solving problems or an all-round team player. Unfortunately, this leads to people placed in jobs they are not able or do not want to perform. It is absolutely vital to understand that performance represents what you do and potential is simply what you COULD do. If you are really good at doing X this doesn’t mean you will be great at doing Y – X and Y here being two distinct activities.
  2. HIPO’s have their weaknesses: Here, the Pareto principle fits the bill quite perfectly. If you don’t know what the Pareto principle is, here is the explanation: 20% of employees make up for 80% of the company’s revenues and profits. Based on this idea, it is clear that 20% of employees cause 80% of the problems within an organisation. Coincidentally or not, they are most often than not, the same employees. HIPO personnel, who generally know their worth, are frequently more difficult to manage. Nevertheless, no matter how astute these people are, they tend to have a dark side as well. In this scenario, the HR department has to intervene. Unfortunately, when it does intervene, the focus is on improving their existing qualities which leaves out their other personality problems to roam free. Overworked strengths have a tendency to become weaknesses and that is not good news for any organisation.

It is a well-known fact that a top performer may start having difficulties at his job when he is placed in a leadership role. It is clear he may perform well in one company but he cannot have the same impact and results in another organisation. It all depends on his vision and leadership, and these qualities are not easy to find.

Great People Inside provides easy-to-use tools and processes to attract, assess, match, select, onboard, manage, develop, benchmark and maintain workforces anywhere in the world.

We help you find the right talent, the best fit for the job and your organisation. It requires deep knowledge of your own organisation’s culture and keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. The GR8 360° tool is excellent at developing managerial competencies, skills and behaviours. When using this assessment, you will find over 50 dimensions that come along with suggestions for future improvement and development. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.