| In the past, many organizations have
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| | diagrams, a Sales Training program should
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| relied on generic personality profiling
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| | avoid being too wordy, which may confuse
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| tools to assess, recruit and manage their
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| | them in their learning process.
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| employees. Though these tools have
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| | 3. Diversity of SMARTS, United as ONE.
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| garnered a certain measure of success,
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| | The success of a company's project
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| there were many flaws that needed to be
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| | management would require a melting pot of
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| addressed for increased workplace
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| | a variety of intelligences.
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| relevance.
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| | For example, the effectiveness of a
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| In view of these concerns, First
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| | marketing project team will depend on the
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| Quatermain has developed THREE tools and
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| | team's make-up of the different kinds of
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| has blended them into an integrated
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| | SMARTS. A GREAT marketing team would
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| schema known as the Synergistic
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| | usually comprise of members who are
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| Organization of Unique People (S.O.U.P)
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| | People-Smart (knowing how potential
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| Model.
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| | customers will feel and response),
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| This integrated model has been developed
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| | Word-Smart (how to write catchy slogans
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| holistically for application in a
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| | and taglines to attract the attention of
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| workplace context. The three tools are:
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| | the potential customers) and Logic-Smart
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|
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| | (the step-by-step process of executing
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| 1. WorkACTIONS Map
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| | the plan).
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| 2. WorkSMARTS Map
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| | Nature of Effective Organization (NEO)
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| 3. Nature of Effective Organization (NEO)
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| | Profile
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| Profile
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| | The Nature of Effective Organization
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| Brief Descriptions
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| | (NEO) Profile serves as a 360° Feedback
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| WorkACTIONS Map:
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| | Survey for senior management to
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| The WorkACTIONS Map was developed based
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| | understand how their employees view their
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| on the premise that a human resource
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| | organizations, the management and its
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| profile tool must:
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| | operations.
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| 1. Be Relevant in a Workplace Context. It
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| | Using similar profiling framework as
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| was discovered that there is a degree of
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| | WorkACTIONS Map, this organizational
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| dissimilarity in a person's attitudes and
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| | profiling tool provokes a company to
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| behavior when at work, as compared to
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| | rethink the way they lead and manage
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| outside the workplace.
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| | human resources.
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| For example, an employee who is very
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| | To be more specific, there are various
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| passionate about playing golf may not
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| | points of strategic reflections that
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| necessarily bring this passion and
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| | would hasten senior management to use the
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| enthusiasm into his/her workplace.
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| | Nature of Effective Organization (NEO)
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| 2. Focus on the Line of ACTIONS rather
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| | Profile as an information-gathering tool.
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| than just Personalities. In most
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| | The following points of strategic
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| profiling tools, potential employees are
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| | reflections include:
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| selected, based partly on the assessment
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| |
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| of their suitable personalities. Though
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| | 1. High Turnover Rate. Many leaders and
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| this can help increase the success of
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| | senior management of organizations tend
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| recruiting suitable talents, it is still
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| | to (or choose to) ignore the feelings
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| rather myopic in nature.
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| | views of their employees. Many good
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| In contrast, the Map's emphasis is on
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| | employees have left their organizations
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| analyzing the individual's thought
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| | to chart their career paths successfully
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| processes and the line of actions he/she
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| | with other companies (usually with their
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| will undertake in problem solving.
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| | previous firm's competitors) partly due
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| 3. Support Organization's Strategic HRM
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| | to this reason. If companies do not act
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| Framework. The WorkACTIONS Map (as part
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| | fast to curb the employees' perception
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| of the holistic SOUP Model) was developed
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| | gap, this usually leads to a high
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| to facilitate strategic human resource
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| | turnover rate, notably in respect of the
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| management within an organization.
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| | firm's best talents.
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| For example, senior management can use
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| | 2. Lower Productivity & Profits. In
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| the Map to select suitable personnel when
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| | general, when employees perceive that the
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| building project teams. As different
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| | organization does not listen and response
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| strategies and environments call for a
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| | to them effectively, distrust and low
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| certain mix of people in a team, the Map
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| | morale will ensue. This will affect the
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| can heighten the success rate of choosing
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| | employees' motivation and decrease
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| the right people for the right
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| | productivity and eventually, lower
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| situations.
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| | profits.
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| WorkSMARTS Map:
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| | 3. Strategic Mis-Communication. As the
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| Based on the seminal research work by
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| | employees on the ground are the true
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| Harvard's Prof. Howard Gardner, First
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| | experts in their specific areas, they are
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| Quatermain has adapted and re-defined the
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| | the best people to understand and
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| concept of Multiple Intelligences for
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| | response to market changes. With the
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| workplace relevance.
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| | absence of good communication outlets
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| Prof. Gardner's research states that
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| | between the employees, senior management
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| there are several kinds of intelligences
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| | may not be able to develop sound
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| (or SMARTS) inherent and nurtured within
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| | organization strategies for market
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| an individual. This set of intelligences
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| | relevance.
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| will determine the individual's ways of
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| | The Confluence of the Three Strategic
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| carrying out certain tasks, learning
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| | Tools
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| styles, job preferences and more.
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| | The rationale of fusing the three tools
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| WorkSMARTS Map consists of these FIVE
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| | as an integrated model is simple and
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| types of Intelligences. They are:
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| | direct. With WorkACTIONS & WorkSMARTS
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| - Logical/Mathematical Intelligence
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| | Maps, an organization is well equipped to
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| - Visual/Vision Intelligence
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| | assess and employ new employees, and also
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| - Interpersonal Intelligence
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| | to manage the existing human resource
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| - Intrapersonal Intelligence
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| | adaptively.
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| - Linguistic Intelligence
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| | WorkACTIONS + WorkSMARTS =Putting your
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| WorkSMARTS Map was developed for
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| | Employees' SMARTS to ACTIONS!
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| organizational use based on the following
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| | While the following tools can help narrow
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| factors:
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| | the risk of errors in personnel
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|
| |
| | recruitment and strategic management of
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| 1. Different SMARTS for Different Job
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| | talents, it is only half the battle won.
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| Functions. With the application of
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| | More importantly, how does an
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| WorkSMARTS Map, an organization can place
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| | organization retain the talents that they
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| the right people with the appropriate mix
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| | have carefully selected and trained?
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| of intelligences for specific job
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| | By using the Nature of Effective
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| functions and responsibilities.
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| | Organization Profile, a company can
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| 2. Unique set of SMARTS, Unique way of
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| | better understand their employees and
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| Organizational Learning. This realization
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| | response effectively to their needs. This
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| will enable an organization to
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| | will help in retaining and motivating the
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| disseminate information effectively and
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| | best talents through developing
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| develop appropriate corporate training
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| | appropriate corporate culture and working
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| methodology for the staff.
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| | environments.
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| For example, if the majority of the sales
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| | In a nutshell, the S.O.U.
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| agents learn better through drawings and
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|
