EI and Corporate Values

[Amanda Knight]

I've been discussing with a couple of clients the benefits of mapping EI onto their values and competency frameworks. Using the KASH model helps explain how competency frameworks can be lacking if they do not also spell out the underlying attitudes that are needed to behave authentically and to therefore sustain the desired behaviours.

Has anyone else done similar work? Has anyone got to the point of a case study with this type of work yet?

Be good to exchange ideas!
amanda

[Maureen Bowes]

Hi Amanda

When I work on a development programme with a company, I usually map out the company values with the key ie scales for each value. This is a good ready reference point for a person's behaviour doesn't demonstrate a particular company / team value.
I developed a programme with one company which focused on achieving cultural fit, the 'right' attitude and motivation, as these were the areas most difficult to address through the competency framework. We used me + you = as a development tool for managers (who had each participated in an in house EI based development programme) to use with front line staff to raise their self awareness and other awareness.
I am currently involved in a developmental programme with a company, part of which involves including EI in their competency framework. This is a work in progress and involves an exploring how the company values, the staff charter and the appraisal system both demonstrate and result in emotionally intelligent behaviour.
So case study evolving as we speak : )

[David Payne]

Hi Amanda,

I have not used the KASH model directly when designing competency models, but having reviewed the topic, it seems a very sensible direction.

By there nature, competency frameworks tend to focus on the what, not always the how or the what with? When I have designed them in the past, I have always encouraged stakeholders to look beyond the competency to the people that the competency framework applies to. Specific questions relating to the current incumbants capabilities, how the competencies will be trained/learned/developed, recruitment strategies, performance reviews etc etc. This then would lead nicely in to the KASH model, as it requires all participants to look beyond the framework and identify more about what they are really looking for and what there expectations are.

I have attached a document (hopefully) that I came accross which integrates the KASH model with other aspects of transformation. Appologies if you alraedy have this.

Hope this helps.

Kind regards,

David