Human Emotional Resilience for Organizations
Managing people is complex...
If you are a company owner, organization manager or even team leader - you know what it is about ...
Conflicts in the workplace, subgroups, disputes and other social sediments, are mainly those that impair the quality of task performance and the general morale in a work environment.
Stress that employees bring from home to the workplace or alternatively emotional precipitation from work employees carry home to their family, give rise to many challenges for people who manage people.
Is it even possible to create a workplace without disagreements and conflicts?
Is there a way to create social resilience that enables healthy human conduct in the organization?
How to assimilate a positive emotional culture, which makes the work environment, an optimal and valuable place?
The motivation generator
Human Emotional Resilience in the organization is examined and reflected by the ability of employees to produce meaningful relationships that increase the benefit and productivity of the organization.
"Companionate Love" is one of the fields that has been gaining interest in recent years around the world, in the context of organizational culture.
Creating meaningful relationships between colleagues are the cornerstones of organizational success. This is especially noticeable in meeting challenges, innovation and even dealing with conflicts.
The foundations of human communication are a sensitive and necessary field today. Among them is also attention to the capabilities of integrative listening and empathy.
Studies show that the development of these abilities does not get enough attention, especially in today's world - where everyone is more and more focused on themselves.
Creating a meaningful emotional culture in the organization increases employees' sense of belonging to the organization, raises "OCB" (Organizational Citizenship Behaviors) - a term that explains how much employees contribute and how much they give of themselves, beyond what is written in the contract.
The organizational need
The H.E.R.O model provides a managerial innovation perspective from an integral awareness, based on creating a deep emotional connection and developing social intelligence in the organization.
The core of our beliefs is based on the assumption that the development, preservation and maintenance of interpersonal relationships is the most required commodity in all areas of life in the 21st century.
The approach advocates imparting SOFT SKILLS, related to social skills, communication skills, social intelligence - which gives the organization emotional resilience and the ability to properly steer the work environment to optimal performance.
Combining SOFT SKILLS with professional skills, HARD SKILLS, will result in potential utilization of the employee in particular and of the team as a whole.
Social skills in the future world of employment
According to research findings at research institutes at Oxford University (Fray & Osborne, 2013) and Harvard University (Deming, 2017), social skills have been identified as most needed in the future world of work.
The list of key skills that will be required in the future include, among others: ability to work in a team, ability to manage conflicts and negotiations, use of emotional intelligence, creative thinking, intellectual flexibility, ability to work in dynamic work environments, inclusion of identity and personal destiny and more.
Relying on these significant studies, establishing the approach we offer to organizations cultivates the skills needed to adapt organizations to the dynamic changes and modern organizational culture that is evolving rapidly.
The purpose of the approach is to regulate an emotional human climate, based on beneficial relationships between process’ participants in the organization. The emotional culture will provide its people with confidence and inspiration, and will create a positive internal organizational image for the organization, which increases the employees' sense of belonging and meaning.
Significant organizational change
In the organizational context, dealing with the challenges of the period and its consequences, the ambiguity surrounding the future, stress and helplessness affect employees and management beyond recognition. Senior and junior employees arrive from their homes to the workplace (and vice versa) laden with negative emotional charge, which affects productivity at work and the social climate in the organization. For this reason, the importance of a supportive emotional culture and the strengthening of social resilience in organizations - have now become a top goal and not a side dish.
Consul, Israeli Embassy in Croatia
Human Emotional Resilience for Organizations (H.E.R.O) knows how to help individuals work as a cohesive group, where all members feel invested in the direction and accomplishments of the team.
Anyone looking to help to build a stronger team, by showing the team what it means to work well in a group, would be lucky to cooperate with professionals as Roey and Orit Taub.
Assistant for cultural affairs
Israeli Embassy in Croatia
The team-building exercise was really needed at a time when it was hard to feel like a team due to the various restrictions and changes in our business model. It was nice seeing everyone together and learning about each other, and especially in the pandemic, it was a way to feel closer.
Sales Manager A.O.R Ltd
In my work, it has been shown that continuous work and investing in the social aspect, in individuals and teams contribute to better functionality and productivity. Workers are more motivated, give more meaning to the work itself and also to the importance of each individual in the team.