Using a Model of Excellence
A Model of Excellence answers the following question: “What is the difference
between a top performer and a low performer?” Such a model can be used to recruit the right
person for the job, to train or coach them to be more like the model,
and to manage them in such a way that one maximizes the chance on retention.
Here are some in-depth looks at how a jobEQ Model of Excellence can help
an organization.
Recruiting
The application of a model for recruiting consists in first writing
the job advertisement so that it is congruent with attitude, values and
competencies as found for the model and secondly testing whether the candidate
corresponds to the model. A good advertisement will decrease the number
of “low potential” candidates and increase the number of “high
potential” candidates. A good selection will allow ranking the candidates
based on their fit with the model (from “best fit” to “worst
fit”). As a result, the company ends up with a better funnel though
which it can approach the job market.
Indeed, one of the common challenges when applying testing
for recruiting in Anglo-Saxon countries is that one has to prove the relevance
of the testing towards the job and prove that these tests do not discriminate
against minorities. jobEQ's tools solve these issues by objectively testing
Emotional Intelligence only within the workplace context.
Training & Coaching
By comparing a person with a model, we know which are the areas of development
in order to obtain a high performer. To some degree training may help
to close the gaps. Using training, we can pass on knowledge needed to
develop competencies, but also knowledge to help a person cope with all
sides of one’s personality, thus tackling the attitude gap. Finally,
training can be used to help the person appreciate the company values
or the values important for the job. Once we know that the person has
the necessary knowledge, coaching will help to ensure that the person
uses the right attitude, values and competencies when actually doing the
job.
Management
Last but not least, for optimal performance and maximal retention, the
management style used for a category of workers should be compatible with
the attitude, values and competencies indicated by the Model of Excellence.
For instance, if the model indicates that one needs to have independent
workers who value difference, its only demotivating to install a management
system that obliges the workers to collaborate closely and to rigorously
follow the same procedure over and over again. Management that is incompatible
will not only undermine job performance, but will also lead to high staff
turnover rates, since persons will be leaving sooner than their “natural
clock” indicates.
Organizational Culture
Strongly related to this, jobEQ's tools can help to model the organizational culture.
Read more about this topic.
Where to go Next?
Learn how jobEQ builds a model of excellence; learn more about jobEQ tools by visiting the product pages
(iWAM, COMET, and VSQ)
or Join jobEQ to bring Models of Excellence to your organization.
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