Winnipeg Free Press January 13, 1999

Hiring workers pays off
HEN HIRING and training employces, what attributes sliould you consider? Most managers would tliink technical skills and degrees are the most important things to consider. Their reasoaing would be these skills are most likely to be used in tlie person's job and tvould have the greatest affect on an employee's career. However, a new study indicates softer, personal skills are more iniportant and better indicators of career success. ' Ilaniel Coleman, a U.S.-based psychologist, refers to these skills, which include the ability to communicate. i~iterpersonal skills and initiative, as emotional intelligence. Local firms sucli as 'lt-onica and Mid-Canada 'kuck Services agree with this position. Today's rapidly-changing business environment requires a more flexible and personable employee. For example, if you plan OII entering the Mexican market, you and your employees will require excellent interpersonal skills.

That's because your firm's ability lo develop a strong business relationship depends heavily on thc personal relationships developed with the other firm's employCCS.

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Emolional intelligence crucialfor success

'Toclay's emphasis on relationship nlarketi~lg requires you hire also and develop employees with good interpersonal skills. If you thinkabout it. it makes sense. Who do you prefer dealing whom you have a with? Someo~ie good relationship with, or sonleone you don't know or trust. Most will choose tlie person with whom we have a good relationship because we believe we will make decisions in the best interests of our firm. QUAI,I.Y IMPORTANT is tlie ability to communicate personal or organizational ideas and goals. Customers today expect to be kept informed about what's happening and why. We recently saw an excellent example of the importance of this during the disruption of air service out of Toronto. Air Canada's management apparently did not recognize the importance of communicating why flights were delayed or cancelled and what was being dolie to serve their customers. The result was several hundred upset custoniers and negative publicity for the airline. For Air Canada to cope with this type of situation in the future, [hey not only need to develop a plan, but also to train their employees to communicate wliat's going on. The ability to communicate is also important within the firm. Employees must be able to communicate their ideas or'reaction to management's directions.

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'I'his is especially crucial in firms using a cell-based approach, like Standard Aero, or in companies that encourage employees to develop new ideas, such as Manitoba Hydro. These systenls only work if there is a smooth exchange of in formation between eniployees and management. Another emotional skill required by these systems is initiative. For success, these systems also require ernployees to display initiative. This can include everything from evaluating a new tool or procedure to developing ae entirely new product that fills a need identified by the enlployee. According to Coleman many companies, especially larger oaes, actively recruit for these chal-acteristics and train existing ernployees to develop them. Robert Warren is a l o a I management con.