Align, Build & Execute
We help you implement the supporting infrastructure and align downstream strategies and capabilities. We put in place the structure to ensure the business remains aligned and the organisation is engaged with the people strategy development agreed activities.
BluAgile Personology allows organisation to create, nurture and grow the ability, competency, and knowhow of employees within the organisation. It is the role of the Human Resources (HR) department to implement the strategic human resources function of the organisation. In essence HR plays an advisory, collaborative and supportive role in the company.
VNI Consultants combines the development of Emotional Intelligence and Social Intelligence into our unique onboarding and Agile Personology techniques. Our methodology and assessment offerings are based on the unique thinking constructs of individuals. We pride ourselves in the successful implementation of this unique methodology using coaching and learning facilitation as the co-operative medium.
Our methodology, in contrast to traditional ways of parting skills, is based on collaboration, social learning and transdisciplinary affiliation methods and techniques, making us true forward thinking consultants and the preferred provider for preparing employees for the future.
We follow a process by first understanding the real need in the organisation, by conducting an organisational assessment. The interpretation of the organisational assessment results are presented in a benchmarked comparison of the organisation’s managerial leadership’s maturity level. The subsequent information derived from this activity directs the establishment of a project scope and plan, articulating the structures, processes and systems required to create synthesis in the human resources offering of the organisation.
This activity is supported on a continuous basis through our facilitated learning programmes and internationally accredited coaches, enhancing the quality and sustainability of project outcomes and the competencies required to foster a high level of workplace integrity based BluAgile Personology.
Discover Your Natural Thinking Preference
Introducing FLOAT Battery Preference Profiling
* FLOAT = · Feeling · Learning · Operate · Acknowledge · Thinking
Self-Identity
Self-identity is a reflection on the individuals thinking, temperamental and learning constructs. Individuals receive context of these elements based on their own unique styles.
Team Identity
Team Identity is a reflection of team members bonding with one another. Loyalty is strengthened with this skill as team members feel pride in the team. Team identity is furthered when members understand roles and responsibilities and are committed to the purpose for which the team exists.
Organisational Identity
Organisational Identity focusses on the micro and internal environments in which the organisation operates. Opportunities are afforded to individuals and teams to align with the vision, mission and value sets of the organisation. The concept of organisations as a systemic phenomenon is explained and described to learners.
Competencies of Workplace Integrity
The onboarding components of the offering are aimed at teaching participants the nuances of the workplace integrity. The competencies associated with workplace integrity are taught and applied during the full duration of the project and beyond.
Competencies related to workplace integrity include these characteristics:
- Motivation
- Social & Emotional Awareness
- Communication
- Stress Tolerance
- Conflict Resolution
- Positive Deeds & Ethos
- 1. Motivation
- 2. Social & Emotional Awareness
- 3. Communication
- 4. Stress Tolerance
- 5. Conflict Resolution
- 6. Positive Deeds & Ethos
Motivation moves participants, with a common gaol, forward. As a result, the team achieves together, getting work done efficiently, exhibiting creativity, and acting with energy because they feel and act in companionship with each other.
Social and emotional awareness begin with personal awareness. To be effective as a team member, participants first discover themselves and then are made aware of their roles in the team and in the organisation.
Participants become aware of their own and other team members’ competencies, i.e.: knowledge, skills and attributes. These competencies enhances team members’ awareness of each other and the support they offer each other in the team. These competencies include aspects such as awareness and responsiveness to verbal and non‐verbal communications. Participants learn that being good managerial leaders, and effective teammates, is more about leveraging the interconnectedness between people’s thinking contexts than mastering technical skills and knowhow.
Communication is where the “rubber meets the road” for the team. Application of this skill demonstrates how well teammates use their emotional awareness, and their motivation for success and other skills to engage effectively. The social intelligence aspects of integrating empathy, listening, and responding to the whole message communicated by teammates will directly influence the quality and sustainability of their productivity. Individuals’ communication abilities are demonstrated using social and emotional intelligence techniques to guide participants when applying their newly acquired knowledge.
Stress tolerance is demonstrated through using social and emotional intelligence techniques by participants when they support one another in practicing work life balance. It becomes apparent when team members engage one another on family matters, community projects, or other personal spheres of their lives. Stress tolerance is further exhibited observing how participants deal with delays during project deliveries, due to some doing of team members and compatriots. Social and emotional intelligence is a combination of observing others’ feelings and the mannerisms in their responses.
Conflict resolution is probably the most complex of the six skills as it requires the application of divergent thinking by individual teammates as they exercise patience and willingness to perceive the points of view of others and then participate as a whole group to develop an answer all will embrace. When team members resolve problems collaboratively they are applying complex processes of systemic social intelligence. They are concurrently paying attention to how they feel, how others feel, what objective data demonstrates and many other factors as they work together to find an answer that goes beyond their individual needs.
Positive deeds and ethos are contagious. Participants are assisted in acquiring positive deeds and ethos, enhancing the productivity and efficiency of teams.
The above articulation of the methodology we use is strung together by the managerial leadership capability of participants in the organisation. Managerial leadership is an integral part of the programme and is incorporated in all the facets of the intervention.