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By Anthony Raja Devadoss
Leading the
socially
intelligent
organisation
2
Focus on SQ to work smarter,
not just harder. The days of Asia being known
primarily as the world’s production line are numbered.
University graduates from China and India
are now flowing into the regional job market
at an unprecedented rate—graduates from
China alone have increased seven-fold in the
past decade1
—and they are seeking new,
challenging opportunities.
For many reasons, the Asia-Pacific region is
swiftly becoming a critical hub in the global
supply-chain of goods, services and ideas—a
hub that must be sustained by agile, flexible
and diverse organisations.
To make this transition in the face of
significant talent supply and retention
constraints, Asia’s organisations must become
‘socially intelligent organisations’—the kind
that embrace collaboration, harness diversity
and promote innovation and change.
Yes, the Asia-Pacific economy is still
dominated by manufacturing and agriculture,
but this does not make it immune to the
‘social intelligence’ (SQ) requirement that
is now global. Organisations all over the
world are trying to figure out how to respond
to their market more effectively and more
efficiently—and ours must too.
Here, as anywhere, the need to make more
of what we already have (including the talent
that works for us) is a critical element of
success. Among other things, this will require
a deeper understanding of what motivates
individuals, and how to better utilise the
diversity of the workforce, including the
various age groups that are now working
side-by-side.
The great organisations of the next decade
require leaders that are responsive to—
and can critically understand—motivation,
generational differences and what it is about
our uniquely social behaviour that will help us
to work smarter, not just harder.
What is social IQ (SQ)?
Social scientist Ross Honeywill
believes social intelligence is
an aggregated measure of
the following:
•	self and social awareness
•	evolved social beliefs
and attitudes
•	a capacity and appetite to
manage complex social change.
1
The Economist, “The Golden Rice Bowl”, 24 Nov 2012.
3
What kind of leader runs the socially
intelligent workplace? Excelling at what you
do is only half the challenge of being a great leader—the other
half is figuring out how to help everyone else excel too.
Research and surveys into what makes
people satisfied in their jobs consistently turn
up the same answer: good relationships with
managers. But what does ‘good’ mean? And
is it different for different employees?
Yes. It is.
The socially intelligent manager recognises
this and goes about leading in a manner that
is responsive to individual needs, and that
embraces diversity of thought and action.
The kind of leader who runs a
socially intelligent workplace would
do the following:
•	 uses conversations to find out what
employees are thinking—not surveys or
data points
•	 engages often with different people from
different areas of the team/organisation to
ensure their views are broadly informed
•	 shares their thoughts, ideas and
assumptions broadly to find out what
information they might be missing
•	 is open to feedback and acts on it.
The highly directive and transaction-oriented
style of management that has become
the basis of so many large, successful
organisations in the Asia-Pacific region must
now give way to a new kind of leadership.
One that is more open, transparent and
dialogue driven.
35%
4
The socially intelligent organisation
knows what motivates. Motivation means different
things to different workers. An organisation with high SQ understands
what these differences are and uses them to improve retention.
As organisations seek to take their
capabilities to the next level, innovative
leadership practices that help to retain talent
and raise engagement are key priorities.
Our own research in 2012 with some
170,000 employees across 30 countries
revealed these key differences across the
generations:
•	 younger workers want more say in the way
their organisation/team is managed
•	 promotion and advancement are key
motivators for younger workers
•	 younger workers are more focussed on the
personal, rather than collective, outcomes
of their work.
These patterns are just one small element
of diversity that managers must understand
and leverage to create an organisation
with high SQ, but they are critical to
retaining knowledge in markets of near full
employment.
Clearly, there are other aspects of
motivation that are not linked to our
age and stage at work, but generational
differences serve as an illustration of
how the socially intelligent organisation
harnesses diversity to do the following:
•	 raise retention and the value extracted
from talent; and
•	 work smarter, not just harder.
Figure 1. Significant differences across the generations in their attitudes to work
0%
10%
20%
30%
40%
50%
60%
70%
80%
Prefer a democratic
leadership style
in the workplace
Promotion is the
preferred way of
being rewarded
for good
performance
at work
Opportunities for
advancement is the
primary reason to
remain with their
current employer
Define/derive
meaning
from their work
as the ability to
excel/develop
Personal growth/
advancement is a
factor that would
drive a decision to
accept one job/
position
over another
Silent Generation
Baby Boomers
Gen X
Gen Y
5
Why should the socially
intelligent manager focus
on generational differences?
Yes, generational differences are just one aspect of diversity, but they provide a great
template for thinking about other aspects of diversity and difference too. Here, I provide
my insights about the ways the different generations work and how to embrace them.
The way I see it, we’re just a little bit like honeybees in the workplace. We all
have different roles that we assume, and it appears that we take on these
different attributes according to our age and stage in life and work.
With upwards of three different generations now working side-by-side in
many of the world’s organisations, generational diversity is a key challenge
for a manager seeking to lead a socially intelligent workplace.
6
1/ Your youngest employees look to the
work itself for a sense of worth.
Younger workers are hungry for experience.
They want to learn, to show you what
they can do, and to be able to test their
knowledge in the real world.
Younger workers focus on the work itself for
satisfaction and motivation. They look to the
quality of the project and the skills that they
are learning from it to stay engaged and
committed to the organisation.
They are a little like honeybees that are more
focussed on the flower than the hive—they
know they have a job that’s part of something
collective, but right now their focus is on
learning and doing what they need to do for
their own career.
Build a socially intelligent organisation
that responds to the needs of
young workers by:
•	 Look to consistently create projects that
they can learn from
•	 Demonstrate what knowledge and
experience will be gained through each
new assignment or task
•	 Put safety-nets in place that will ensure you
can allow younger workers to participate
in new tasks without creating higher risks,
such as finding mentors that can coach
them through a new project.
The socially intelligent organisation
understands that it’s the flower, not the hive
that younger workers are most attracted
to. And, it manages these workers to help
them consistently add to their skill base and
complete work in a more structured, project-
by-project basis; it allows them to clearly see
what they’ve achieved at the end of each day,
week or month.
7
2/ Mid-career workers want team
spirit and a clear strategy.
Workers in the middle of their careers (Gen X
and older Gen Y’s) are seeking more than just
a great project to work on—they want a great
team to work on it with.
After years of building skills and seeing
the cycles of business come and go,
these workers are now seeking a different
kind of motivation in their work. They want
people that respect them, who can teach
them and help them achieve what needs
to be achieved.
Having a great strategy that’s clearly
communicated and achievable, and
assembling tight-knit teams to work on
each aspect is the recipe for success for
managing mid-career workers. Give them
leadership tasks if that suits the individual,
but most of all show them clearly how
they’re part of the team and why their
experience matters to the group.
Yes, they want to achieve great things for
their own career, but this means having a
clear business objective and people they
work well with. Strong, supportive and
mutually respectful relationships are key to
mid-career workers: they want to be valued
and included.
So, ensure that mid-career workers:
•	 are given appropriate leadership/
mentoring and coaching roles within teams
•	 are given as much information as possible
to help them fully grasp the strategy and
add their own insights
•	 involve them in key decisions that affect
the entire team.
8
3/ Senior workers want partnerships.
Those from the Baby Boomer and Silent
generations will seek satisfaction far beyond
their own role or even the organisation
itself—they may look to the community at
large for evidence that their job is worthwhile
and they seek a partnership arrangement that
allows them to bring their experience to bear
on each decision.
These employees want a relationship with
their manager that is open, honest and
authentic. They want and need managers
who live and deliver upon the core values
of the organisation, and that demonstrate
a responsibility to them, and to their
community at large.
Older workers are looking not just at the job
itself or the team they work with, but the
broader context of the work they do and what
role this plays in the community.
If you’re going to retain older workers
you’ll need to do the following:
•	 treat them as partners in the goals you set,
not as employees
•	 set the context of their work—how it
impacts the community at large and why
it’s still important
•	 show them that the values you have
and that the organisation has reflect,
and support theirs.
99
This is the age of the socially intelligent organisation.
“Asia” is hardly a homogenous region. The various markets within markets must
navigate fragmented regulation and infrastructure, not to mention many cultures
and ways of doing business. A single organizational umbrella in this region can
embrace significant diversity—so long as it’s properly harnessed.
The potential for innovation, growth and
new ideas within this diverse landscape is
enormous, and this is why the very idea
of the socially intelligent organisation
is particularly relevant here in the
Asia-Pacific region.
If social intelligence is the “capacity to
effectively navigate and negotiate complex
social relationships and environments”,
the social organisation is one that makes
the most of diversity and uses it to achieve
strategic goals.
For companies that need to make major
leaps forward in strategy, they need:
•	 to attract the right skills; and
•	 to be “socially intelligent” enough to
retain and utilise those skills effectively.
The social organisation in the
Asia-Pacific region will:
•	 provide many opportunities for
collaboration
•	 facilitate knowledge sharing to improve
the application of skills and ensure
employees consistently develop
•	 be effective at capturing ideas and
innovative practices.
It’s not enough for organisations to be
smart and have a bank of great talent with
exceptional skills. Instead, organisations must
develop their social intelligence in order to
work harmoniously and as a strong collective,
and to develop relationships and networks
that will promote the interests of the business
over the long term.
A socially intelligent organisation also
understands and responds to the context
and cultural environment they operate within.
They know better what customers want
and need and how to make the most of the
opportunities around them. This, above all,
is the motivator for change.
1010
Conclusion.
As the rest of the developed world looks to
emerging nations and regions such as ours,
they will be looking to understand not just
what, but how we are to achieve the next
sustainable wave of growth.
In almost every Asian market, competition is
increasing, fuelled by both local and foreign
businesses. Skills shortages are a constraint
on most firms in the region, and our leaders
are now faced with managing three or four
generations of workers all with their own
unique ways of working and behaving.
We need to find ways to retain and make
the most of the talent we already have in our
organisations. And, we need to find ways to
help these organisations meet the challenges
of a fast-evolving market. Social intelligence
principles are part of the answer because
they give us tangible ways of managing and
harnessing diversity.
For organisations and employees to make
the most of the opportunity ahead, managers
must lead the way. Increasingly, those
managers must be flexible and
socially intelligent.
References
•	 Global Talent 2021 by Oxford Economics: How the new geography will transform human resource strategies.
•	 The Economist, “The Golden Rice Bowl”, 24 Nov 2012.
•	 McKinsey Quarterly Nov 2012, “How ‘social intelligence’ can guide decisions”
•	 KGWI, 2012
EXIT
About KellyOCG
KellyOCG®
is the Outsourcing and Consulting Group of workforce solutions provider Kelly Services, Inc. KellyOCG is a global leader
in innovative talent management solutions in the areas of Recruitment Process Outsourcing (RPO), Business Process Outsourcing
(BPO), Contingent Workforce Outsourcing (CWO), including Independent Contractor Solutions, Human Resources Consulting, Career
Transition and Executive Coaching, and Executive Search.
KellyOCG was named to the International Association of Outsourcing Professionals®
2012 Global Outsourcing 100®
list, an annual ranking of the world’s best outsourcing service providers and advisors.
Further information about KellyOCG may be found at kellyocg.com.
About the Authors
Anthony Raja Devadoss is currently the Vice President – APAC with the Outsourcing & Consulting Group of Kelly Services. From
network services, engineering to e-business solutions, Anthony Raja has worked in both India and Malaysia, in roles ranging from
technical to CEO. He has received his Bachelors degree in Science and his MBA in Marketing and a Postgraduate Diploma in Computing.
He holds membership in various local and international associations such as the MIM, Human Capital Institute and Association of Career
Professionals International. He is the Head of Policy Enablement and Government Liaison with Outsourcing Malaysia and a member of
the Industry Advisory Board for the Graduate School of Business, UNIRAZAK. He was recently appointed to the HR Capacity Building
taskforce by the Ministry of Human Resources, Government of Malaysia. Anthony is also a member of the HROA APAC Chapter Board.
http://my.linkedin.com/in/anthonyraja http://twitter.com/anthonyraja

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LEADING THE SOCIALLY INTELLIGENT ORGANISATION

  • 1. By Anthony Raja Devadoss Leading the socially intelligent organisation
  • 2. 2 Focus on SQ to work smarter, not just harder. The days of Asia being known primarily as the world’s production line are numbered. University graduates from China and India are now flowing into the regional job market at an unprecedented rate—graduates from China alone have increased seven-fold in the past decade1 —and they are seeking new, challenging opportunities. For many reasons, the Asia-Pacific region is swiftly becoming a critical hub in the global supply-chain of goods, services and ideas—a hub that must be sustained by agile, flexible and diverse organisations. To make this transition in the face of significant talent supply and retention constraints, Asia’s organisations must become ‘socially intelligent organisations’—the kind that embrace collaboration, harness diversity and promote innovation and change. Yes, the Asia-Pacific economy is still dominated by manufacturing and agriculture, but this does not make it immune to the ‘social intelligence’ (SQ) requirement that is now global. Organisations all over the world are trying to figure out how to respond to their market more effectively and more efficiently—and ours must too. Here, as anywhere, the need to make more of what we already have (including the talent that works for us) is a critical element of success. Among other things, this will require a deeper understanding of what motivates individuals, and how to better utilise the diversity of the workforce, including the various age groups that are now working side-by-side. The great organisations of the next decade require leaders that are responsive to— and can critically understand—motivation, generational differences and what it is about our uniquely social behaviour that will help us to work smarter, not just harder. What is social IQ (SQ)? Social scientist Ross Honeywill believes social intelligence is an aggregated measure of the following: • self and social awareness • evolved social beliefs and attitudes • a capacity and appetite to manage complex social change. 1 The Economist, “The Golden Rice Bowl”, 24 Nov 2012.
  • 3. 3 What kind of leader runs the socially intelligent workplace? Excelling at what you do is only half the challenge of being a great leader—the other half is figuring out how to help everyone else excel too. Research and surveys into what makes people satisfied in their jobs consistently turn up the same answer: good relationships with managers. But what does ‘good’ mean? And is it different for different employees? Yes. It is. The socially intelligent manager recognises this and goes about leading in a manner that is responsive to individual needs, and that embraces diversity of thought and action. The kind of leader who runs a socially intelligent workplace would do the following: • uses conversations to find out what employees are thinking—not surveys or data points • engages often with different people from different areas of the team/organisation to ensure their views are broadly informed • shares their thoughts, ideas and assumptions broadly to find out what information they might be missing • is open to feedback and acts on it. The highly directive and transaction-oriented style of management that has become the basis of so many large, successful organisations in the Asia-Pacific region must now give way to a new kind of leadership. One that is more open, transparent and dialogue driven. 35%
  • 4. 4 The socially intelligent organisation knows what motivates. Motivation means different things to different workers. An organisation with high SQ understands what these differences are and uses them to improve retention. As organisations seek to take their capabilities to the next level, innovative leadership practices that help to retain talent and raise engagement are key priorities. Our own research in 2012 with some 170,000 employees across 30 countries revealed these key differences across the generations: • younger workers want more say in the way their organisation/team is managed • promotion and advancement are key motivators for younger workers • younger workers are more focussed on the personal, rather than collective, outcomes of their work. These patterns are just one small element of diversity that managers must understand and leverage to create an organisation with high SQ, but they are critical to retaining knowledge in markets of near full employment. Clearly, there are other aspects of motivation that are not linked to our age and stage at work, but generational differences serve as an illustration of how the socially intelligent organisation harnesses diversity to do the following: • raise retention and the value extracted from talent; and • work smarter, not just harder. Figure 1. Significant differences across the generations in their attitudes to work 0% 10% 20% 30% 40% 50% 60% 70% 80% Prefer a democratic leadership style in the workplace Promotion is the preferred way of being rewarded for good performance at work Opportunities for advancement is the primary reason to remain with their current employer Define/derive meaning from their work as the ability to excel/develop Personal growth/ advancement is a factor that would drive a decision to accept one job/ position over another Silent Generation Baby Boomers Gen X Gen Y
  • 5. 5 Why should the socially intelligent manager focus on generational differences? Yes, generational differences are just one aspect of diversity, but they provide a great template for thinking about other aspects of diversity and difference too. Here, I provide my insights about the ways the different generations work and how to embrace them. The way I see it, we’re just a little bit like honeybees in the workplace. We all have different roles that we assume, and it appears that we take on these different attributes according to our age and stage in life and work. With upwards of three different generations now working side-by-side in many of the world’s organisations, generational diversity is a key challenge for a manager seeking to lead a socially intelligent workplace.
  • 6. 6 1/ Your youngest employees look to the work itself for a sense of worth. Younger workers are hungry for experience. They want to learn, to show you what they can do, and to be able to test their knowledge in the real world. Younger workers focus on the work itself for satisfaction and motivation. They look to the quality of the project and the skills that they are learning from it to stay engaged and committed to the organisation. They are a little like honeybees that are more focussed on the flower than the hive—they know they have a job that’s part of something collective, but right now their focus is on learning and doing what they need to do for their own career. Build a socially intelligent organisation that responds to the needs of young workers by: • Look to consistently create projects that they can learn from • Demonstrate what knowledge and experience will be gained through each new assignment or task • Put safety-nets in place that will ensure you can allow younger workers to participate in new tasks without creating higher risks, such as finding mentors that can coach them through a new project. The socially intelligent organisation understands that it’s the flower, not the hive that younger workers are most attracted to. And, it manages these workers to help them consistently add to their skill base and complete work in a more structured, project- by-project basis; it allows them to clearly see what they’ve achieved at the end of each day, week or month.
  • 7. 7 2/ Mid-career workers want team spirit and a clear strategy. Workers in the middle of their careers (Gen X and older Gen Y’s) are seeking more than just a great project to work on—they want a great team to work on it with. After years of building skills and seeing the cycles of business come and go, these workers are now seeking a different kind of motivation in their work. They want people that respect them, who can teach them and help them achieve what needs to be achieved. Having a great strategy that’s clearly communicated and achievable, and assembling tight-knit teams to work on each aspect is the recipe for success for managing mid-career workers. Give them leadership tasks if that suits the individual, but most of all show them clearly how they’re part of the team and why their experience matters to the group. Yes, they want to achieve great things for their own career, but this means having a clear business objective and people they work well with. Strong, supportive and mutually respectful relationships are key to mid-career workers: they want to be valued and included. So, ensure that mid-career workers: • are given appropriate leadership/ mentoring and coaching roles within teams • are given as much information as possible to help them fully grasp the strategy and add their own insights • involve them in key decisions that affect the entire team.
  • 8. 8 3/ Senior workers want partnerships. Those from the Baby Boomer and Silent generations will seek satisfaction far beyond their own role or even the organisation itself—they may look to the community at large for evidence that their job is worthwhile and they seek a partnership arrangement that allows them to bring their experience to bear on each decision. These employees want a relationship with their manager that is open, honest and authentic. They want and need managers who live and deliver upon the core values of the organisation, and that demonstrate a responsibility to them, and to their community at large. Older workers are looking not just at the job itself or the team they work with, but the broader context of the work they do and what role this plays in the community. If you’re going to retain older workers you’ll need to do the following: • treat them as partners in the goals you set, not as employees • set the context of their work—how it impacts the community at large and why it’s still important • show them that the values you have and that the organisation has reflect, and support theirs.
  • 9. 99 This is the age of the socially intelligent organisation. “Asia” is hardly a homogenous region. The various markets within markets must navigate fragmented regulation and infrastructure, not to mention many cultures and ways of doing business. A single organizational umbrella in this region can embrace significant diversity—so long as it’s properly harnessed. The potential for innovation, growth and new ideas within this diverse landscape is enormous, and this is why the very idea of the socially intelligent organisation is particularly relevant here in the Asia-Pacific region. If social intelligence is the “capacity to effectively navigate and negotiate complex social relationships and environments”, the social organisation is one that makes the most of diversity and uses it to achieve strategic goals. For companies that need to make major leaps forward in strategy, they need: • to attract the right skills; and • to be “socially intelligent” enough to retain and utilise those skills effectively. The social organisation in the Asia-Pacific region will: • provide many opportunities for collaboration • facilitate knowledge sharing to improve the application of skills and ensure employees consistently develop • be effective at capturing ideas and innovative practices. It’s not enough for organisations to be smart and have a bank of great talent with exceptional skills. Instead, organisations must develop their social intelligence in order to work harmoniously and as a strong collective, and to develop relationships and networks that will promote the interests of the business over the long term. A socially intelligent organisation also understands and responds to the context and cultural environment they operate within. They know better what customers want and need and how to make the most of the opportunities around them. This, above all, is the motivator for change.
  • 10. 1010 Conclusion. As the rest of the developed world looks to emerging nations and regions such as ours, they will be looking to understand not just what, but how we are to achieve the next sustainable wave of growth. In almost every Asian market, competition is increasing, fuelled by both local and foreign businesses. Skills shortages are a constraint on most firms in the region, and our leaders are now faced with managing three or four generations of workers all with their own unique ways of working and behaving. We need to find ways to retain and make the most of the talent we already have in our organisations. And, we need to find ways to help these organisations meet the challenges of a fast-evolving market. Social intelligence principles are part of the answer because they give us tangible ways of managing and harnessing diversity. For organisations and employees to make the most of the opportunity ahead, managers must lead the way. Increasingly, those managers must be flexible and socially intelligent. References • Global Talent 2021 by Oxford Economics: How the new geography will transform human resource strategies. • The Economist, “The Golden Rice Bowl”, 24 Nov 2012. • McKinsey Quarterly Nov 2012, “How ‘social intelligence’ can guide decisions” • KGWI, 2012
  • 11. EXIT About KellyOCG KellyOCG® is the Outsourcing and Consulting Group of workforce solutions provider Kelly Services, Inc. KellyOCG is a global leader in innovative talent management solutions in the areas of Recruitment Process Outsourcing (RPO), Business Process Outsourcing (BPO), Contingent Workforce Outsourcing (CWO), including Independent Contractor Solutions, Human Resources Consulting, Career Transition and Executive Coaching, and Executive Search. KellyOCG was named to the International Association of Outsourcing Professionals® 2012 Global Outsourcing 100® list, an annual ranking of the world’s best outsourcing service providers and advisors. Further information about KellyOCG may be found at kellyocg.com. About the Authors Anthony Raja Devadoss is currently the Vice President – APAC with the Outsourcing & Consulting Group of Kelly Services. From network services, engineering to e-business solutions, Anthony Raja has worked in both India and Malaysia, in roles ranging from technical to CEO. He has received his Bachelors degree in Science and his MBA in Marketing and a Postgraduate Diploma in Computing. He holds membership in various local and international associations such as the MIM, Human Capital Institute and Association of Career Professionals International. He is the Head of Policy Enablement and Government Liaison with Outsourcing Malaysia and a member of the Industry Advisory Board for the Graduate School of Business, UNIRAZAK. He was recently appointed to the HR Capacity Building taskforce by the Ministry of Human Resources, Government of Malaysia. Anthony is also a member of the HROA APAC Chapter Board. http://my.linkedin.com/in/anthonyraja http://twitter.com/anthonyraja