‘Skillogy’ began with a question…
A highly experienced Human Resource Consultant, spread over two decades, Mike Bolam gained considerable insight into global multi-national and non-governmental organisations, across diverse sectors around the world. During his varied assignments Mike could not fail to notice that, common to many of these organisations, the same question cropped up time and time again…
Why were there so many management and leadership issues?
Where were the people with the right kind of skills needed to develop and grow sustainable and profitable businesses and why was there a consistently damaging ‘gap’ in the management and leadership mindset?
The answer was not a technical skill issue. These were smart people.
Whether it involved sales, engineering, manufacturing, technology, law enforcement, finance or marketing, there was a fundamental gap in knowledge. The challenge was not around the products, services or technical capabilities, as had so often been thought; the issue lay in a lack of human-centric skill development. These human-centric skills gap continually exposed a damaging lack of self-efficiency, effective management results and visionary leadership, that repeatedly created weakness in day-to-day activities involving, amongst other issues:
- ideas generation and the change management
- decision-making and problem solving
- handling information and communication
- objective setting, priority and time management and delegation
The key to solving these issues would be to understand what relevant human-centric skills were needed to unlock an individual’s skill abilities and potential and build an effective framework to develop individual competence in areas of self, manager and leader.
So, what was the answer?
In 1995, Mike raised capital to set up a development company and identified the academic and productivity specialist, James Noon, to carry out an eighteen-month research project. A Model of Abilities was determined, based around some 250 inter-related characteristics and traits, which directly impacted on individual performance in the workplace.
Today, this Human-Centric Ability Model™ forms the core of Skillogy PERFORM™, a comprehensive resource of integrated skills, designed to significantly improve individual and organisational performance. This human-centric development approach has been making a powerful impact around the world ever since.
For further information please email: support@skillogy.com
Take a look at the HARD FACTS
HARD FACT 1: Today, more than ever before, the focus is on transferable human-centric skills.
WHY? It requires more than technical skills, alone, to develop high-performing talent.
HARD FACT 2: Roles and responsibilities require a raft of human-centric skills in differing combinations .
WHY? Behavioural, inter-personal and process skills underpin leadership and talent development.
HARD FACT 3: Competency in human-centric skills leads to higher levels of engagement and retention.
WHY? Relevant human-centric skills lay the foundation on which to build commitment and motivation.
HARD FACT 4: Human-centric skills assist in maximising an individual’s contribution to the organisation.
WHY? Human-centric skills contribute significantly to the 10:6:2 rule in building engagement and performance improvement.
HARD FACT 5 Human-centric skills are a vital transferable element in building individual capacity and competence.
WHY? Human-centric enable individuals to add significantly to their human capital development.
HARD FACT 6: There is invariably a human-centric skills gap in most organisations.
WHY? Many organisations fail to recognise the need for effective human-centric skill development.
Skillogy PERFORM™ Human-Centric Skill Courses By Performance Area
All courses accredited by CMI
SELF
Emotional intelligence (EI) is the ability to manage oneself and one’s relationships with others in a mature and constructive manner. Research indicates that EI is closely related to workplace success at all levels of the organisation. In this course we look at six key aspects of EI in order to help develop your skills and abilities in managing yourself and your relationships in the workplace.
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Estimates show that some 70% of your work time is spent in some aspect of communication. With so much practice and experience, it would appear that we are all experts, but that is not the case. This course looks at your ability to reach a shared or common understanding with another person and how you apply your verbal and written abilities as well as your capacity to listen and understand.
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What you achieve at work is dependent on the contributions you make to your team. This is the sum of the skills that you willingly give to others or you add towards a common goal or result. This course looks at the key areas of contribution that you are required to make in order to achieve team objectives and results.
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Personal organisation seems to have a considerable effect on feelings and moods. You have good and bad days. If you feel well organised, you have a positive sense of well-being and in control. This course looks at your ability to arrange and control all aspects of your work so that it flows smoothly and efficiently. This skill depends upon your inherent drives to control events and circumstances.
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Managing priorities often causes a potential source of conflict. The correct work behaviour is summarised as ‘what you do second is equally important to what you do first’. This routine is achieved if time is controlled in terms of priority management. This course looks at your ability to focus on priority of job objectives and conflict between priority of importance and priority of time.
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Work stress has been described as the ‘wear and tear’ caused by your working life. In recent times, stress at work has seen a rapidly rising trend. This course looks at your ability to avoid work stress and to control and manage it. Excessive and continuous work stress problems stem from excessive workloads and impractical deadlines, relationships with colleagues and future job insecurity.
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Your ability to think is probably your greatest asset at work. Everything you say and do will be touched by what is going on in your mind. Performance and achievements are a direct function of your thinking abilities. This course looks at mental agility, conceptual and analytical thinking, in allowing you to conceive and form ideas, in a practical sense and draw the right conclusions.
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Time, like capital or human skills, is a resource that has to be managed effectively. It is also a limited resource. This course looks at your ability to manage job objectives, priorities and activities within the available time. Effective time management is criticalwhen time is at a premium and workloads are on the increase. In essence, the aim is to achieve the right things, at the right quality, on time.
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Wellness is not a new concept. The ancient Greeks believed that a truly healthy person possessed a keen intellect, a well-developed will and a disciplined body. Their ideal of excellence of any kind, was considered a noble state of human functioning, representing the merging of body, mind and spirit. This course focuses on making you aware of and making choices towards a more successful life.
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Your work personality brings together all those parts of you that have an influence on your performance at work. This course examines those qualities of your personality that you consistently demonstrate in your work and by which you become known by your colleagues. The main issue is whether you possess and use those positive qualities normally associated with good performance.
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MANAGER
Change is an inevitable part of life. Nothing remains static and the way we respond to change varies from individual to individual. Approximately one half of the population resists it, while the other half welcomes it. This course examines the change management process and the ways in which an understanding of the causes of resistance can be turned to positive advantage.
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This course looks at the step-by-step process of decision making from problem definition to implementation. It highlights the importance of qualitative information in decision judgement and the impact of unstructured decisions. It emphasises that judgement takes a higher priority when the impact of the decision is greater, more complex or the potential risk is higher.
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Time, like capital or human skills, is a resource that has to be managed effectively. It is also a limited resource. This course looks at your ability to manage job objectives, priorities and activities within the available time. Effective time management is critical when time is at a premium and workloads are on the increase. In essence, the aim is to achieve the right things, at the right quality, on time.
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This course examines the ability to plan and control the allocation of work within team members in order to maximise resources. Good delegation is based on clear objectives, regular reviews and solid feedback. It shows how delegation can provide a sound basis on which to improve productivity, engender ownership and responsibility, whilst fostering individual growth and development.
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Objective setting is the foundation of good management. Without objectives, you will never be able to focus on achievement, nor manage the various aspects of your work and working relationships. This course covers your ability to think through and define the results you and your team wish to achieve, through an eight-step process, which is constantly subject to change and review.
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Project Management is a combination of steps and techniques for keeping the budget and schedule in line. This course follows the five stages of the project cycle, which provides a clear process and system for project tracking. A successful project manager demonstrates team building skills and develops a thorough knowledge of the team’s strengths and the project’s needs.
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Each team has a unique ‘team personality’ made up from the individuals that form it. It is this aspect that determines how effectively the team works together, the quality of their performance and what they are capable of achieving. This course looks at how teams work together to achieve team objectives. Effective teams have a common ‘team spirit’ which directly impacts on their results.
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LEADER
Management is about finding creative solutions to problems and identifying the appropriate course of action. Creativity and originality explores the power of the mind, in bringing things into being, from original thought or basic concepts. This course sets out to show how the power of imagination can build on original thoughts to create solutions and plans, which contribute to work performance.
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Ethical leadership involves the way that managers and leaders carry out their decision-making in terms of moral issues and choices. This course examines the role of the ethical leader and the influence that he or she can exert in terms of corporate social responsibility (CSR) and improving an organisation’s ethical climate.
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Innovation is a special and highly regarded ability in people at work. The organisations that are the most successful at innovation, will gain leadership in their market. This course focuses on the role of the corporate innovator, in larger scale project development and highlights the importance of building innovative teams, in order to maintain a competitive edge.
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A manager can spend 50% of their work time in meetings, of one type or another. This course looks at your ability to plan and control meetings and make effective use of your time. Meetings involve planning, preparation, selection of participants, adherence to issues and time schedules. Meetings involve the maintenance of teamwork, supporting relationships and superior work performance.
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Leaders and managers will not be effective, if they do not understand the theories and practices of motivation. What you believe about people, affects the way your team reacts to you and your leadership. This course looks at the inherent needs of people and how to improve productivity and motivate a workforce. The level of motivation displayed by a team reflects the skills of the leader.
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In achieving optimum performance and long-term success, all organisations have to respond and adapt. Similarly, all jobs are conditioned by plans that require change. This course addresses your ability to have the knowledge and understanding of your organisation’s objectives, strategies, plans and the external environment in relation to political, social, financial and market competitive forces.
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Personal character is the sum of your moral and ethical qualities. It is these same qualities that provide the foundation for your working relationships. This course helps you to reflect on your work behaviour and integrity. Without this, it is impossible to lead and manage a team with any degree of success. Nor is it possible to survive in an organisation, which is not dedicated to ethical standards.
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Much of what you achieve depends on your ability to persuade other people. In many respects, persuasion is the highest form of communication. This course looks at the ability of persuasion and negotiation, in producing successful outcomes and moving towards a convergence of opinion and understanding. Negotiation depends on your attitudes in approach and devoting time to planning.
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Managers and leaders use power every day. Using power effectively, is an important skill and by developing influencing techniques, can lead to increased team effectiveness. This course describes the sources of power and strategies and assesses your abilities in line with these. Power contributes to organisational goals, respect human rights and conform to standards of equality and justice.
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Transforming leadership involves having a transforming approach to your work and life. Leaders operate from a set of core beliefs about people, that motivates them to perform and engage in the organisation. This transforming improves personal development and the productivity of all involved. This course explores seven key areas to help you become more effective as a leader.
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