Friday, January 13, 2017

L'importance de favoriser des communications franches et claires dans votre organisation

Groupe d'employés en discussion

L'on ne saurait suffisamment insister sur l'importance des communications franches et claires.  Il s'agit de l'une des caractéristiques les plus importantes des organisations de haut rendement.   La plupart des problèmes de toute sorte peuvent découler d'une mauvaise communication ou d'un manque de compétences en communication telles que l'écoute attentive ou la  prestation de rétroaction constructive.

Il est important de communiquer de façon continue afin de tenir l'équipe à jour, concentrée et allant de l'avant.  Les employés doivent se sentir libres de faire part de leurs idées et de leurs opinions à leurs collègues et à leurs superviseurs en tout temps.  Lorsqu'ils s'expriment, ils doivent s'assurer de la faire de façon claire et concise.

Malheureusement, la plupart d'entre nous ne savent pas très bien écouter.  Nous pourrions, pour la plupart, améliorer nos communications si seulement nous écoutions mieux - écouter avec un esprit ouvert pour entendre le message de façon intégrale avant de tirer une conclusion et travailler en vue d'une compréhension mutuelle.  Trop souvent, nous laissons des distractions nous empêcher de consacrer toute notre attention à l'interlocuteur et nous laissons nos biais et nos préjugés servir de base à notre compréhension. Travailler à l'amélioration de nos communications organisationnelles nous permettra d'augmenter la confiance, réduire les problèmes et bâtir des relations interpersonnelles saines.

Thursday, December 22, 2016

Itching for a conflict?

Employees in Conflict

On the surface, a conflict-free life may seem ideal. Many individuals seem to be on the lookout for a stress-free life — things are simple, challenges are few and interpersonal conflicts are non-existent.

Most experts agree, however, that conflict can not always be avoided — it is a part of life. But it can also be a positive experience since it often presents an opportunity to better understand those around us and improve our interactions with them.

In a conflict, the positions and concerns of two individuals may first appear to be miles apart. During a conflict, individuals can be assertive (even aggressive) in trying to satisfy their wants and needs. Alternatively, they can cooperate and try to placate the other person, or attempt to reach a compromise — or respond to the needs and wants of both parties.

Conventional wisdom recognizes, for example, that often "Two heads are better than one" and as such we should collaborate in a conflict situation. On the other hand, some would argue that "Might makes right" and we should try to win at any cost.

As psychologists, we have seen that individual manage conflict in a variety of ways. Conflict management strategies suggest using a set of social skills (e.g. listening, assertiveness, cooperation, problem-solving, persuasion, negotiation). While each conflict situation will often determine the best conflict-handling strategy to be used, we all have our preferred ways of managing interpersonal conflicts and often resort to one strategy type over others.

To better manage conflict, we first need to listen — actively — and try to understand the other individual's points of view, concerns and motives. Only once this is done thoroughly can we, more appropriate and more equitably, find the solution to the conflict. In difficult or litigious conflicts, involving third-party experts (e.g. psychologists, therapists, HRM consultants, lawyers) to mitigate the conflict may be required.

I believe that it is mostly during challenging or conflict situations that we are put to the test and can show how best to surpass ourselves. As such, we should see conflict as an opportunity — one that we can deal with efficiently and effectively with the right strategy — and not as a threat.

It's important to remember that conflict — more often than not — allows individuals to further explore the needs and wants of others and, most importantly, to resolve differences, find solutions to problems, and lead healthier interpersonal relationships.

With all this in mind — why not look forward to your next conflict?

Dr. Yaniv M. Benzimra, Ph.D.
Psychologist
Y2 Consulting Psychologists

If you have any questions and/or comments, don't hesitate. Thank you!

Learn moreContact Us

Wednesday, June 1, 2016

Conseils sur la rédaction des examens du gouvernement (surtout les examens électroniques)

Bien que tous les examens du gouvernement associés aux processus de sélection ne soient identiques, plusieurs se ressemblent. C'est pourquoi nous avons rassemblé certains conseils pour ceux et celles qui seront peut-être appelés à les écrire. Nombre de ces conseils peuvent vous paraître évidents, mais selon notre expérience chez les PCY2...

  1. Lisez en premier les instructions de l'examen — du début à la fin.
  2. Suivez les instructions. S'il y a une limite du nombre de pages, ne la dépassez pas. Il y a des chances que si vous produisez un texte de deux pages, et que la longueur maximale stipulée dans les instructions est d'« une page », votre deuxième page ne soit pas comptée.
  3. Soyez aussi complet que possible (à l'intérieur du temps et de l'espace alloués).
  4. Ne faites que ce qui est demandé dans les instructions. Si la question demande de donner cinq exemples, il n'est pas nécessaire d'en offrir un sixième.
  5. Gérez votre temps. Si vous devez faire trois tâches, essayez d'allouer un certain temps pour chacune en fonction du degré de difficulté / complexité. Souvent, les candidats manquent de temps lorsqu'ils répondent à la dernière question.
  6. Sauvegardez vos documents à intervalles réguliers.
  7. Utilisez un langage simple. Rédigez de façon claire. Vérifiez votre orthographe, votre grammaire, votre ponctuation et votre syntaxe.
  8. Servez-vous des sources de l'Internet pour rechercher rapidement les renseignements de base pertinents pour vos réponses — si l'examen est transmis de façon électronique. Mais surveillez votre temps.
  9. Rédigez dans vos propres mots ou citez vos sources. Simplement copier et coller du texte des documents provenant du Web (dans le cas d'« examens électroniques ») n'est habituellement pas permis.
  10. Rappelez-vous que le contenu est plus important que le format.

Et finalement (ou peut-être en premier lieu) préparez-vous. Consultez le site Web du ministère / de l'agence qui parraine le processus de sélection puisqu'il renferme normalement le Rapport sur les plans et les priorités (RPP), le Rapport ministériel sur le rendement (RMR) ainsi que d'autres documents pertinents sur le mandat, les priorités, etc.

Leaman Long, B.A., B.Ed.
Consultant en GRH
Psychologues Consultants Y2

Si jamais vous avez des questions et/ou commentaires, n'hésitez surtout pas à nous en faire part. Merci !

Apprenez-en plusContactez-nous

Thursday, November 20, 2014

Government Recruitment: Thinking about hiring an HR Consultant? Why not?

In today's world, many managers have to cope with fewer resources and increasing workloads. Increasingly employee onboarding and retention are important but so too is the initial staffing process.

Hiring new staff through selection processes can be labour-intensive, complicated, and time-consuming for managers. Staffing a position or several positions can take many months.

Employees change jobs and/or are promoted often in government circles and in private sector organizations.

A structure staffing approach helps to ensure that managers can fill any vacant positions and get the right individuals.

Hiring consultants in the private sector to look after recruitment processes is common, less so in government. However, some government organizations have started (or have been) using them.

The main reason to use HR consulting is simply to save time.

But there are a number of other advantages:

  • Professional consultants can be chosen based on their qualifications, experience and competence as it relates to a particular assignment.
  • HR consultants work closely with managers advising them throughout the recruitment process and with public or private sector HR advisors to produce the most efficient and effective results.

Wednesday, May 28, 2014

Becoming the Leader You Want to Be

I recently had a client tell me, after a few sessions, that she was so relieved that I had not told her how she needed to change, or what she should be doing differently. There is nothing wrong with focusing on behavioural changes. However, in my opinion, it may not provide the complete answer and often does not address the root cause of symptoms.

If we assume that you are always in some sort of relationship (with yourself or others), then this would mean that what you call a "problem" is simply a reaction that you are having when faced with a situation that does not give you the outcomes you are looking for.

Often, in the face of such "problems", we tend to ask ourselves the following two questions: What is wrong with me or what is wrong with the situation or the other people involved? This leads to a judgment call and often to strategies that are aimed at controlling our own or someone else's behaviour. If you recognize yourself here, then I should ask: how's this working for you?

As women, our fallback position is often: What is wrong with me? or "What can I DO to fix myself?" What if there is nothing to fix? What if instead of focusing on your behaviour or the behaviours of others, you looked into what created an underlying relationship in a particular situation. Certain behaviour patterns need to be fully examined and experienced so they can generate a transformation from within us. Emotions are simply energy in motion, unless we stop that movement.

Friday, April 25, 2014

Leading authentically: a new paradigm for leadership

Leadership has become quite the buzzword these days and with good reason: increasingly, it is being recognized that who we are and how we lead has a direct impact on the quality of our lives and the organizations that we collectively participate in.

Traditional notions of leadership have been mostly based on a command and control approach — keep emotions in check, mistakes/failure are not options, don't show your vulnerability, be strong and in control at all times, be directive, etc. For women, the pressure has been intense on them to fit that model, often at the expense of their true nature.

Lately, however, we are seeing a shift in what is required of leaders in these rapidly changing times. The shift, in my opinion, is happening not only at the physical level, but also at the level of our collective consciousness. It is no longer sustainable, nor as valued or recognized, to lead in a purely one-dimensional manner.

Let's explore notions of leadership from different perspectives. If we consider the "doing leader", there are a myriad of books that offer options on different leadership styles, such as servant leader, strategic leader, primal leader, thought leader, etc. This implies that we must "learn" to become leaders from the outside in, based on someone else's external definition of what is appropriate and required. It can become very stereotypical.

Monday, November 18, 2013

Pourquoi on ne peut plus négliger la problématique de la santé mentale au travail ?

Saviez-vous que plus de 20 % des Canadiens souffrent d'une maladie mentale au courant de leur vie ? Cette statistique est en effet reconfirmée par les derniers statistiques de Santé mentale et de dépendance (CAMH, 2012). De plus, seulement 30 % de ceux qui souffrent de maladies mentales reçoivent les soins dont ils ont besoin. Enfin, moins de 50 % des Canadiens se disent prêts à en parler à des amis ou à chercher de l'aide d'un professionnel; cela en dépit de l'efficacité démontrée des différents traitements psychologiques et pharmacologiques qui existent.

De nos jours, maintenir un bon équilibre vie-travail devient de plus en plus problématique pour la majorité d'entre nous. Selon plusieurs sondages, environ 50 % des Canadiens ont des difficultés à rencontrer leurs différentes obligations professionnelles, personnelles et familiales (Santé Canada, 2008). Ces difficultés semblent s'aggraver avec une économie fragilisée où la plupart des organisations essaient d'en faire plus avec moins de ressources humaines et financières.

Étant donné le nombre significatif de personnes affectés par la maladie mentale, il n'est donc certainement pas surprenant d'apprendre que les coûts financiers de la santé mentale sur la société soient énormes, et représentent l'une des premières causes d'invalidité au travail (soient 70% des coûts totaux d'invalidité) ainsi que des cas prématurés de mortalité. Le stress à lui seul, représente une menace majeure pour le travail et la productivité, et totalise des coûts de 14 milliards par année en Santé mentale au Canada. Tout ceci amène conjointement à une somme de 51 milliards de $ / année en coût reliés aux soins de santé et perte de productivité au travail (Statistiques de Santé Canada, 2008).

C'est donc dire que la détresse psychologique et leurs impacts deviennent de plus en plus préoccupantes dans le monde du travail d'aujourd'hui, et incontournables dans d'analyse de la situation du travail en termes de résultats attendus et de productivité.

Mental Health at Work: We Can't Afford to Overlook the Problem

Were you aware that over 20 per cent of Canadians suffer from a mental illness during their lifetime? Well, the latest statistics on mental health and addiction (CAMH, 2012) reconfirm this result.

In addition, only 30 per cent of those who suffer from mental illness get the care they need. And less than 50 per cent of Canadians say they are ready to talk to family/friends or to seek professional help, despite the demonstrated success of various existing psychological and pharmacological treatments.

Today, maintaining a good work-life balance is becoming increasingly difficult for most of us. According to several surveys, about 50 per cent of Canadians are struggling to meet their work, personal and family obligations (Health Canada, 2008). And these problems seem to get worse within a fragile economy in which most organizations try to do more with fewer human and financial resources.

Given the significant number of people affected by mental illness, it's not surprising that the financial costs of mental health on society are enormous, and that mental illness is one of the leading causes of work-related disability (70 per cent are "total disability" costs) and of premature death. Stress alone is a major threat at work, and on productivity, and results in $14 billion per year in mental health costs in Canada. All together the costs related to health care and lost productivity at work add up to $51 billion/year (Health Statistics Canada, 2008).

Increasingly, psychological distress and its impacts are becoming concerns in today's work world, in addition to being key elements in any analyses of employment outcomes and productivity.

Tuesday, September 10, 2013

Maîtriser le stress au travail

On le sait, la vie professionnelle est génératrice de plusieurs stress. Le Dr Yaniv M. Benzimra, psychologue clinicien et organisationnel, nous propose des stratégies gagnantes pour ne pas se laisser envahir par eux.

Vous pouvez agir.

Le stress est un déséquilibre entre les demandes qui nous sont faites et notre habileté à y répondre à l'intérieur d'un laps de temps déterminé. Le stress est normal à court terme, mais ses effets à long terme sont négatifs. On peut agir sur trois plans : l'intervention primaire, l'intervention secondaire et l'intervention tertiaire.

Lire la suite :

Maîtriser le stress au travail by Y2CP

Friday, August 23, 2013

Wondering if you are ready to retire? Eight questions to ask yourself...

The way we imagine and go through retirement will be different for each one of us, depending on our experiences, our interests, and our lifestyle. This period could be an opportunity to reflect upon and to make a new start in our lives. Dr. Yaniv Benzimra outlines eight questions we should ask ourselves to know if we are ready — psychologically — to undertake this important transition.

  1. Am I considering full or partial retirement?

    We are not required to go from an active professional life to full retirement; we can also choose to retire in stages. For example, over a period of five years we could go from five to three days, then to one day of work per week. This would allow us to spend some time away from work, to discover other activities, and to have some time to adapt to this new situation. We could also take time off from work for six months or a year to see how we would feel when we are not working. In certain cases, after retirement, we could work part time, for example as a consultant.

  2. How do I feel about my work?

    We should ask certain questions based on our past work year, for example: Do I like my work? Am I looking forward to not working? To what extent am I defined by my profession? Do I still have things to achieve professionally or have I already been around the block? We can also think about the social aspects of work and the structure that work gives us. We can ask: Am I ready to live without my social network and outside of a structured work environment?

  3. How do I feel about retirement?

    What are the advantages and disadvantages of a life without work? At the beginning of any new situation, there is a honeymoon period. But then routine sets in. After spending three to six months playing golf and travelling, think about what you are going to do during the next 15 or 20 years? In addition, am I feeling anxious about retiring or am I looking forward to it? If we have several projects lined up, it is obvious that this period will be more attractive. However, we should avoid feeling pressured by others.

  4. Have I looked at the state of my health and my energy level?

    Does my work create too much stress and health problems? Am I able to produce at the required level? Am I always tired, burned out by the time I arrive home? Do I have health problems? Can I pursue my career given my current state of health and energy level? We shouldn't wait until we are sick to stop working. We should do it as a preventative measure, so we can enjoy our retirement. We can also ask ourselves how we feel on weekends and when we are on vacation. If we are anxious to return to work, it's because our interest in it is still strong.