Psychologues Consultants Y2 - HRM

Perdre son emploi : vivre la perte et rebondir

2012-01-27T13:11:00.000-05:00

Beaucoup de personnes sont confrontées, au fil de leur histoire, à la perte d'un emploi. Nous entamons une série de petits blogs sur cette expérience. Le premier porte sur les difficultés que peut vivre les gens qui perdent leur emploi et le deuil qui s'en suit. Le second portera sur ce qui peut être appris de cette expérience. Le troisième petit texte se penchera sur l'expérience des gestionnaires qui doivent procéder aux mises à pied.

La perte d'un emploi est une épreuve souvent difficile à vivre. Elle affecte souvent la personne à différents niveaux :

Atteintes à l'identité : l'identité est, pour plusieurs, liée en partie à leur travail. Par exemple, certains vont s'identifier à leur milieu de travail ou à leur profession. Cette identité peut être ébranlée lors de la perte d'emploi.
L'estime de soi et confiance en soi sont aussi souvent mises à l'épreuve, et il est très important de travailler à les rebâtir.
Plusieurs vont vivre de la honte suite à leur perte d'emploi, et ce peu importe les raisons pour lesquelles ils ont perdu leur travail. Cette émotion est très difficile à vivre, la partager, parler avec des gens qui ont vécu une expérience similaire peut aider à en diminuer l'intensité.
La perte d'un emploi peut aussi raviver d'autres pertes, comme des pertes d'emploi antérieures, celles de ses parents etc.
Beaucoup de gens seront alors en proie à une incertitude face à leur futur, à leur situation financière, etc.
Cela engendre du stress chez plusieurs, un stress qui peut se répercuter dans plusieurs facettes de leur vie.
Cette expérience peut causer une détresse psychologique qui s'aggrave parfois et prend la forme d'une dépression ou d'autres problématiques de santé mentale. Dans ce cas, il ne faut pas hésiter de consulter un professionnel qui saura aider à surmonter ces problèmes.
La perte d'un emploi provoque aussi ce que l'on appelle des pertes secondaires, comme la perte de collègues, d'une routine, d'un niveau de vie, etc.

Le deuil qui suit la perte

La perte d'un emploi engendre souvent un deuil, que Kübler Ross (1969) divise comme suit :

Le choc : Lorsqu'elle apprend la nouvelle et dans les moments qui suivent, la personne aura alors parfois de la difficulté à comprendre ce qu'elle vit et pourra rester incrédule. Certaines personnes seront alors très passives ou, au contraire, elles s'activeront beaucoup pour éviter de penser à la perte.
La colère (ou culpabilité, quand la colère se retourne contre soi-même) vont ensuite parfois survenir. Les gens vont alors parfois se faire des reproches ou reprocher certains faits et gestes à leurs collègues, employeur etc.... Certains seront irritables, vont ressentir un sentiment de trahison ou d'injustice.
Le marchandage (c'est-à-dire d'une tentative de négociation avec la réalité) est aussi parfois vécu. À ce moment, il arrive que les gens tentent par tous les moyens de rester au sein de l'organisation (par exemple en acceptant une grande diminution de salaire).
La tristesse ou la dépression situationnelle survient souvent au fil du deuil de la personne. Les gens qui perdent leur emploi vivent souvent une sensation de lassitude, une perte d'énergie et une certaine instabilité émotive. Cela peut se vivre comme une forte tristesse, mais il arrive que la personne sombre dans une véritable dépression. Il est important d'aller chercher une aide professionnelle tel que celle d'un psychologue si la tristesse semble insurmontable ou qu'une dépression se profile.
L'acceptation et l'espoir. La personne réalise ce qu'elle a perdu et se réinvestit dans d'autres projets. La personne prend alors de plus en plus conscience des apprentissages retirés de cette expérience et l'espoir de trouver un autre emploi renaît souvent.

Perdre son travail implique souvent différentes souffrances qu'il ne faut pas sous estimer. Toutefois nous verrons dans le prochain blog que cela peut aussi être un moment charnière ou la personne prend le temps d'explorer comment faire de cette expérience une occasion d'apprentissage et parfois de réorientation.

Valérie Bourgeois-Guérin
Candidate au Ph.D.
Psychologues Consultants Y2

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

Articles reliés :

La perte d'emploi : l'expérience des gestionnaires...

2012-01-27T13:07:00.010-05:00

Mettre à pied un employé est souvent une expérience difficile pour les gestionnaires. Cela implique qu'ils accomplissent des tâches ardues et ils peuvent vivre une panoplie d'émotions en lien avec cette situation (ex. tristesse, soulagement, déception, incertitude, impuissance, colère, peur, etc.). Pour vivre cette expérience le mieux possible, il est important de bien de se préparer, s'informer et d'être conscient de la souffrance qui sera possiblement vécue tant par soi comme gestionnaire que par les employés qui perdront leur emploi avant d'annoncer la nouvelle.

Voici quelques stratégies qui peuvent aider à annoncer la perte d'un emploi à la personne qui devra quitter ainsi qu'au reste de l'équipe.

Annoncer la nouvelle aux employés qui quittent...

Il est important de toujours faire preuve d'empathie et de compassion lorsque l'on annonce à un employé qu'il perdra son emploi. Garderet (2005) a élaboré un modèle pour guider les médecins qui annoncent à un patient qu'il est atteint d'un cancer. Voici une adaptation de ce modèle au contexte d'une perte d'emploi :

L'annonce d'une perte d'emploi

Préparer la rencontre : allouer suffisamment de temps, trouver un lieu calme et discret, annoncer la nouvelle personnellement, etc.
Savoir ce que connaît déjà la personne au sujet de la situation.
Fournir l'information : de manière brève, concise et encourageante.
Répondre de manière empathique aux réactions émotives de la personne.
Résumer ce qui a été dit et parler des étapes qui suivront.

Annoncer la nouvelle aux employés qui restent...

Ceux qui survivent aux coupures de personnel sont parfois aussi victimes de stress, craintes et incertitudes similaires aux employés qui perdent leur emploi. Leur confiance face aux gestionnaires est parfois mise à l'épreuve. Voici quelques principes qui peuvent aider à prévenir ce genre de situation et à reconnaître ce qu'ils vivent lorsqu'un de leur collègue perd leur emploi. Lorsque l'on annonce la nouvelle de la perte d'emploi d'un collègue au reste de l'équipe, il est important :

D'être franc, concis, respectueux. Il est bien de reconnaître que les employés peuvent alors vivre différentes émotions et que la situation peut avoir des retombées sur leur propre travail (ex. division des tâches).
D'informer : fournir des informations claires et précises, répondre aux questions, communiquer régulièrement, clairement et honnêtement, dans la mesure du possible...
De faire preuve d'équité: démontrer aux employés que les décisions ont été prises de manière juste et équitable.

La manière dont l'annonce aura été faite aux gens qui perdent leur emploi et la gestion de cette situation aura un impact sur la perception qu'auront les employés qui restent de leur gestionnaire, sur leur confiance et leur perception de leur milieu de travail. Ce sont des moments difficiles mais importants pour toute l'équipe.

Valérie Bourgeois-Guérin
Candidate au Ph.D.
Psychologues Consultants Y2

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

Articles reliés :

Pour aller au-delà de la perte : rebondir suite à la perte d'un emploi

2012-01-27T13:07:00.009-05:00

Sans nier la souffrance souvent vécue lors d'une perte d'emploi, il est aussi bénéfique de tenter de voir ce qui peut être retiré de cette expérience. En effet, la perte d'un emploi peut être envisagée comme une transition, une occasion de prendre le temps de réfléchir à sa carrière, de réexaminer ses besoins, désirs et priorités, de penser à son futur et parfois de se réorienter.

Un processus de réflexion est entamé par beaucoup de personnes suite à la perte d'un emploi. Il est souvent bénéfique d'alors prendre le temps de procéder à une :

Exploration de son environnement afin de colliger des informations sur les emplois disponibles, les différentes organisations et milieux de travail...
Exploration de soi : réviser ses intérêts, valeurs et expériences. Voir comment ces valeurs peuvent s'actualiser dans le cadre d'un emploi peut alimenter une réflexion sur sa carrière et sa vie.

Tirer des apprentissages de cette expérience

Perdre son emploi, est aussi une occasion de se questionner et tenter de prendre conscience de :

Ses forces : On peut se questionner et demander à des proches, anciens employeurs ou collègues quelles sont nos forces afin de miser sur ces dernières tout en renforçant notre estime de soi.
Ses faiblesses : reconnaître ses faiblesses en voyant ce qui peut être amélioré et comment le faire.
Des opportunités : il est bien de voir quelles sont les opportunités qui s'offrent à nous, ce qui peut être retiré de cette expérience.
Des dangers : prendre conscience des dangers qu'implique cette perte d'emploi et chercher des manières d'éviter le plus possible ces écueils.

Pour aller au-delà de la réflexion... s'engager dans l'action

Enfin, il est important de ne pas se limiter à la réflexion et d'aussi s'engager dans l'action, d'entreprendre des démarches de recherche d'emploi et/ou de réorientation (ex. formations), sans trop attendre, un petit pas à la fois...

Bonne chance...

Valérie Bourgeois-Guérin
Candidate au Ph.D.
Psychologues Consultants Y2

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

Articles reliés :

Fearing the Potential Loss of Your Government Job? How Will You Cope?

2012-01-26T15:18:00.000-05:00

For many people a job is more than an income - it's an important part of who we are. So a career transition of any sort is one of the most unsettling experiences you can face in your life.

— Paul Clitheroe

First there were the rumours. Then the announcements began. In order to reduce the deficit, the Government of Canada is reducing program spending in a number of departments and agencies, and there is growing concern among many public servants that they may be among those looking for work inside and, perhaps, outside the federal bureaucracy.

Given the number of programs and services being examined, it is inevitable that some Public Service jobs will be cut. PS unions are predicting that it could be in the 10 percent range (or close de 65 000 jobs between 2011 and 2014!). Little wonder that uncertainty in the public service is rampant and morale is suffering.

Dealing with job loss

Job loss is among life's top 10 most stressful events, so successfully overcoming this challenge demands focus, commitment and a significant effort on your part.

Anyone losing his or her job will go through a number of stages of loss similar to those that people experience following the death of a loved one: shock, denial, anger, bargaining, depression, and finally, acceptance.

Affected or surplus employees

Traditionally, employment security was one of the key attractions of a public service career, but those days are gone. Nevertheless, affected employees or those declared surplus can still rely on a number of services to help cope with their situation and successfully make the transition to a new job.

For example, to maximize employment opportunities for indeterminate employees affected by work force adjustment, departments and agencies, wherever possible, are expected to ensure that alternative employment opportunities are offered. And, in the case of surplus employees, retraining may be provided for up to two years.

What can a manager do?

Just as employees are often traumatized by job loss; managers can also be deeply affected. Most managers suffer sleepless nights and bouts of uncertainty while deciding which employees to cut, and/or how to deal with affected employees.

Some Tips:

Be sincere and compassionate, but don't raise false expectations or misrepresent the consequences of your decisions
Allow affected and surplus employees time to adjust to their situation and recognize that their performance may suffer in the interim
Focus on those leaving as well as those who will be left behind
Find out from human resources specialists what you can (and can't) do and provide transitional help whenever and wherever possible
Strive to keep the work environment positive and productive
Establish and maintain open communications with all your employees

What can you do?

Once you get over the initial shock (and the denial, anger and depression), learn to accept the situation and focus your efforts on moving on.

Some tips:

Look for help – whether from colleagues, family members, a mental health professional, etc. – anyone who is willing to let you vent.
Then, if you haven't already done so, make an inventory of your skills and abilities, and identify the ones you need to work on in order to go after a new position, or those that are transferrable to other occupations.
Next it's time to do some networking with possible job contacts – friends, co-workers, former colleagues, even contacts in your community.
As well, decide how much time you need to spend on your job search, your skill development and your networking; then set up a schedule – and stick to it.

Y2CP can help

At Y2CP, we have the seasoned professionals and the experience to assist you in dealing with job loss and its aftermath. We're just a call away!

Leaman Long, B.A., B.Ed.
HRM Consultant
Y2 Consulting Psychologists Y2

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

Presenteeism and Workplace Well-being

2011-12-23T14:59:00.002-05:00

Presenteeism — being at work when you shouldn't be, because although you are too tired or ill to be effective, you are too insecure about your job to stay away — is nearly as big a problem as absenteeism.

— Lisa O'Kelly, "Lonely life on the British treadmill," The Observer, July 31, 1994

What is presenteeism?

Some would argue that presenteeism can also be linked to compulsive overwork and workaholism, job security or rather job insecurity (concern about being replaced), and work devotion (organizational or company loyalty).

It may also be present in positions with heavy or increasing workloads and demands.

Whatever the cause, it affects both employee and organizational well-being and productivity.

Just as absenteeism has been a cause of concern for employers so too presenteeism is increasingly being recognized as an area requiring attention.

Wellness programs: What can they do?

Both public and private sector organizations should consider developing and implementing wellness programs for their employees which are aimed at increasing health and productivity, and reducing psychological distress and ill health.

Looking after your mental and physical health and achieving work-life balance can be difficult, and seemingly impossible at times.

However, it has been shown that initiatives which change the corporate work climate and culture have a strong impact on employee wellness. Changes in the work environment can range from improving management practices and the organization of work, creating social support networks, and facilitating more employee control and autonomy.

Results have shown that employees who take part in organizational wellness programs have increased job satisfaction and decreased presenteeism (and absenteeism). Wellness programs can also increase the overall productiveness of employees by creating a healthier workforce.

More and more it is becoming clear that presenteeism costs are a real and significant in any organization, and that presenteeism affects organizational well-being. If you have employees who are showing up for work when they are not fit (for whatever reason) then they are not performing at their best. And they are affecting the rest of your employees who often have to work even harder to as a result.

Wellness coaching: Do I need it?

At Y2CP, our life coaches help those who want to make their lives more satisfying and fulfilling and improve their overall level of happiness.

Wellness coaching is a form of life coaching that pairs a professional wellness coach (usually a psychologist) with a client who's motivated to change behaviours and/or situations — to partner with and support the client in reaching his/her chosen goals.

Our wellness coaching helps you to assess and explore:

your current level of well-being (by way of psychometric testing and targeted interview questions)
the areas of your life you want to change
the thoughts and beliefs that direct your life
the things you value and how to live with (or without) them
everything you wanted to be (and more)

Developing workplace health and wellness programs: Y2CP can help

Our consulting psychologists and HRM specialists can assist your organization (either private or public sector) to design and implement a workplace and wellness program which is best suited to it.

Leaman Long, B.A., B.Ed.
HRM Consultant
Y2 Consulting Psychologists

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

Communicating When Stakes are High

2011-12-09T15:17:00.000-05:00

Communication is easy when the risks are low but when the stakes are high, effective communication may be difficult and challenging.

What is high stakes communication?

We believe high stakes communication takes several forms. In a government context, it could involve communicating the benefits of a new policy that is viewed negatively by the public. It can also include the communication of a government position to the media in a crisis or high-profile situation, or it could mean having exchanges with stakeholders who are not pleased with a change in policies or procedures related to project funding. Whenever there is an issue that is difficult or the focus of attention, communication can involve high stakes both for organizations and for the individuals who work in them.

In many government departments and agencies, the workforce is experiencing rapid change, becoming even more diverse, experiencing a growing rate of retirements, and witnessing the quick movement of individuals into management positions.

In the context of strengthening and enabling leadership and of investing in the career development of employees, Y2CP believes that departments and agencies may wish to focus on talent management:

expanding and strengthening the competencies of their employees; and
facilitating the development and empowerment of the leaders of today and tomorrow.

We believe that the focus of high stakes communications training and development should be based on the following objective:

to allow employees to further develop and diversify their skills and knowledge through a well structured, competency-based development process — whether it is to assist them to reach more senior level positions or to become even more skilled at their substantive levels.

We offer to public sector employees the kind of training and development that best fits the current and future requirements of the organization. Our course work is based on a wealth of experience by our team of seasoned governance and management consultants.

Communicating When the Stakes are High Course

Our Communicating when Stakes are High course includes presentations, exercises, selected readings, discussions, best practices, and strategy sessions. It is a mix of the theoretical and a large dose of the practical, including techniques to help individuals deal with difficult communications and tips to help resolve tricky communication situations.

The course focuses on communication theory and practices, in general, and on communication challenges, strategic communication, management communications skills, and communicating complex messaging, in particular, among other communication skills.

About Y2CP

Y2CP has been offering HRM services (e.g. selection, development, coaching) since 1999 to the federal government and to other public and private sector clients. It has grown into a firm with over 20 different psychologists and HRM consultants today.

Over the years, Y2CP has successfully maintained many of its clients and has grown through a client referral system.

Y2CP's managing partners have worked, in collaboration with international industrial psychology firms, such as Personnel Decisions International, and other domestic firms, in assessing the potential talent of hundreds of leaders in large corporations and organizations.

Today, Y2CP takes on several different professional mandates (e.g. selection, organisational diagnostics, conflict resolutions, training, and coaching, in addition to administering and selling a wide-range of psychometric tools).

Whatever your organizational training needs (e.g. training strategies, workshops facilitation, the design of targeted interventions), our expert consultants can help you.

Among the training workshops we offer are: leadership, stress management, time management, work/life balance, psychological harassment, cultural diversity, team building, creativity, career transitions, burnout, communication (verbal and nonverbal), conflicts at work, anger management, challenging behaviours, problem solving, etc.

Leaman Long, B.A., B.Ed.
HRM Consultant
Psychologues Consultants Y2

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

Career Development in the GOC

2011-11-22T15:06:00.003-05:00

Why should I grow my career horizontally? Or more importantly... why not?

These days, when you open the newspaper or click through your favourite news site, it's becoming more common to see articles about looming public sector layoffs, with predictions of more to come in the next several years.

With layoffs on this scale, opportunities for advancement may dry up or become fewer. And for the public servants who remain, it may be harder to remain positive, productive, and motivated.

One approach is to focus on developing your career horizontally, rather than vertically, at least for now. Exploring your chances of moving on or ahead horizontally opens a whole new world of possibilities.

Taking the time, for example, to develop your professional skills/competencies is one way you can build for the future now &mdash by thinking and acting horizontally.

What are competencies and why should I develop them?

Competencies are the skills, attributes and knowledge you may want to acquire as your career develops. In broadening your professional competencies you will also better understand your strengths &mdash and weaknesses &mdash thereby helping plan what you need to learn as your career develops. A strong breadth and depth of skills also demonstrates the range of abilities you have developed, which helps when applying for jobs or making career decisions.

In other words, to effectively build competencies you not only need to increase your knowledge and broaden your skill set, but also beef up your understanding of how these competencies can be used, your skills in applying them, and the right attitude to maximize their effectiveness in your career.

Furthermore, many organizations are focussing more on competencies in selection/competitive processes. Candidates who end up on top will most likely be those who can demonstrate the depth of their competency development at various stages of the assessment process. Beyond moving to a new position, competencies are also effective in analyzing and discussing your current job performance, and identifying professional development/training needs.

Identifying precisely what tasks you need to be competent at &mdash and at what level &mdash in both your current job and in your long-term career, can be difficult and time-consuming. Organizations like Y2 Consulting Psychologists can help with competency-based management &mdash simply, efficiently, and expertly.

It is also worth pointing out that, as a development tool for public service employees, Treasury Board has mapped core competencies to existing courses and other learning methods. Employees can use this list to select the most relevant courses that provide the knowledge and skills that address the competencies they wish to develop by clicking on the following link: http://www.tbs-sct.gc.ca/pd-pp/doc/ccls-pace/ccls-pace-eng.aspx

What are some other ways I can grow horizontally?

Of course, growing horizontally can also be accomplished through a number of other means. These include hiring a coach and looking into task rotations or job exchanges (secondments) and assignments. Ambitious and career-minded employees can also focus on learning new tasks, taking courses, consulting reference materials (e.g. videos, books), or talking with colleagues or supervisors about career planning and competency development.

We'll explore some of these in future issues of our blog. As always, your comments are most welcome.

Leaman Long, HRM Consultant
Y2 Consulting Psychologists

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

Le mieux-être psychologique… une personne et une entreprise à la fois !

2011-11-07T15:27:00.002-05:00

Les patrons injustes, les emplois subalternes, la colère, le travail par quarts et les heures supplémentaires peuvent tous faire augmenter les risques de maladies physiques ou psychologiques : c'est ce qu'on appelle le stress professionnel. Ce dernier se définit comme la réaction affective et physique nuisible survenant lorsque les exigences d'un emploi ne correspondent pas aux capacités, aux ressources et aux besoins du travailleur. Il rend les gens vulnérables à la détresse psychologique, à des accidents du travail et à d'autres problèmes de santé.

Nous savons qu'un certain niveau de stress peut être bénéfique : de courts épisodes de stress peuvent stimuler la production de substances chimiques qui améliorent la mémoire, augmentent le niveau d'énergie et favorisent la vigilance et la productivité. À l'opposé, lorsqu'un individu est exposé à un niveau de stress élevé et de longue durée, celui-ci est beaucoup plus à risque de vivre les conséquences néfastes du stress.

En 2002, les Drs. Yaniv Benzimra et Yannick Mailloux (tous deux psychologues) ont fondé la firme Psychologues Consultants Y2, et se sont donnés comme mandat d'aider les individus à mieux gérer votre stress, prévenir la détresse psychologique et améliorer votre mieux être !

Depuis son ouverture, Y2 s'est méritée la confiance de plusieurs milliers de clients dans la région de Gatineau/Ottawa et à travers le Canada. Ses bureaux sont situés dans le secteur Hull de la ville de Gatineau (125 Wellington), à deux pas des édifices gouvernementaux de la Promenade du Portage et des Terrasses de la Chaudière.

Avec plus d'une vingtaine de psychologues spécialisés et d'autres professionnels en santé mentale (neuropsychologues, sexologues, conseillers, coachs de vie, éducateurs, etc.), Y2 est devenue chef de file dans l'évaluation, le diagnostic et le traitement des troubles de santé mentale. Grâce à l'affectation optimale de ses ressources en fonction de la problématique du client et à l'utilisation d'approches thérapeutiques éprouvées (ex : thérapie cognitivo-comportementale à court et à moyen terme), Y2 aide ses clients (enfants, ados, adultes, couples et familles) à atteindre leurs objectifs thérapeutiques et à améliorer leur mieux-être psychologique. Aussi, afin d'alléger les longues listes d'attentes dans les cliniques médicales et pour offrir des services psychologiques d'urgence sans attente, Y2 est devenue la première clinique privée au Canada à offrir des services psychologiques d'urgence sans-rendez-vous !

Services en gestion des ressources humaines (GRH)

Avec son équipe d'une trentaine de spécialistes en GRH (psychologues-consultants, coachs, conseillers de carrière), Y2 est devenue un leader en solutions de GRH; et ce dans les secteurs privé et public. Y2 offre des solutions en personne ou en ligne pour des : 1. processus de sélection, 2. évaluations du leadership, de perfectionnement et de formation et 3. diagnostics du mieux-être organisationnel (conflits en milieu de travail, problèmes de performance, etc.)

Notre mission

« Offrir à nos clients des services professionnels de qualité afin de favoriser leur épanouissement personnel, professionnel et organisationnel. »

Yannick Mailloux, Ph.D.
Yaniv M. Benzimra, Ph.D.
Psychologues Consultants Y2

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

Tips on Writing Government Exams (especially the electronic kind)

2011-10-04T10:41:00.000-04:00

While not all government exams related to selection processes are the same, many are similar. So we have put together a number of tips for those of you who may be writing them. Some of these may seem obvious but based on our experience at Y2CP...

Read the exam instructions first — from beginning to end.
Follow the instructions. If there is a page limit, don't exceed it. Chances are that, if you produce a two page text and the maximum length in the instructions is 'one page', your second page will not be scored.
Be as comprehensive as possible (in the allotted time and space).
Do only what is asked in the instructions. If the question asks for five examples, providing a sixth is unnecessary.
Manage your time. If you have three tasks, try to allot a certain amount of time to each depending on the level of difficulty/complexity. Often candidates run out of time answering their last question.
Save your document(s) at regular intervals.
Use plain language. Write clearly. Check your spelling, grammar, punctuation and syntax.
Use Internet sources to quickly research relevant background information for your responses — if the exam is sent electronically. But watch your time.
Use your own words or quote your sources. Copying and pasting text from Web documents (on 'electronic exams') is normally a 'no, no'.
Remember that content is more important than format.

And finally (or perhaps first thing), prep. Check out the Web site for the department/agency running the selection process, which usually contains the current Report on Plans and Priorities (RPP), the Departmental Progress Report (DPR), and other relevant documents on mandate, priorities, etc.

Leaman Long, B.A., B.Ed.
HRM Consultant
Y2 Consulting Psychologists

Y2CP - Five Leadership Development Solutions

2011-06-14T15:13:00.003-04:00

View our web version on y2cp.com

Cinq solutions de développement du Leadership

2011-06-14T15:10:00.003-04:00

Voir notre version web sur y2cp.com

Burnout : The Executive Challenge | Épuisement professionnel : Le défi des cadres supérieurs

2011-04-28T13:16:00.001-04:00

Y2CP - Preventing Burnout - 2011-04-28

View more presentations from Y2CP.

Additional Resources (Burnout: The Executive Challenge) | Ressources additionnelles (Épuisement professionnel : Le défi des cadres supérieurs)

2011-04-28T10:50:00.006-04:00

A Guide for Managing the Return to Work, Canadian Human Rights Commision, 2007
En ligne/Online: chrc-ccdp.ca

Mental Health First Aid in the Workplace -- Manager’s Guide, Canada Revenue Agency,
En ligne/Online: managers-gestionnaires.gc.ca

Mental Health Works (useful information on burnout – both for managers and employees)
Liens/Links: mentalhealthworks.ca/employees - mentalhealthworks.ca/employers

Autres documents/Other documents:

What You Need to Know About Mental Health: A Tool for Managers,
The Conference Board of Canada, 2005
Les points importants/Highlights: conferenceboard.ca

Work/Life Balance (and Work/Life Balance Quiz), Canadian Mental Health Association
Lien/Link: cmha.ca

Burnout: An Introduction, Mind Tools Limited, London
Lien/Link: mindtools.com

Public servants have highest absentee rate: study, Canwest News Service – July 24, 2009
Lien/Link: nationalpost.com

Guide pour une démarche stratégique de prévention des problèmes de santé psychologique au travail, Université Laval, juin 2009
Lien/Link: cgsst.com

Évaluation de la santé mentale au travail; une analyse des pratiques de gestion des ressources humaines, Jean-Pierre Brun, Université Laval, août 2003
Lien/Link: R-342.pdf (irsst.qc.ca)

Livre/Book:
Le Burn out : Comprendre et vaincre l’épuisement professionnel,
Suzanne Peters et Dr Patrick Mesters, Edition MARABOUT (Hachette Livre) 2008

Psychologues Consultants Y2

Difficultés à gérer vos courriels ?

2011-04-21T15:57:00.005-04:00

Gestion de la circulation des courriels : Dix conseils

1. Répondez à des moments prédéterminés
Identifiez deux à trois périodes de temps chaque jour que vous consacrerez à vérifier et à répondre à vos courriels.

2. Réglez-les
Une fois que vous avez ouvert un courriel, réglez-le.

3. Supprimez Supprimez Supprimez
Si les courriels ne sont pas importants.

4. Classez-les; archivez-les
Les courriels ne devraient pas demeurer dans votre boîte de réception pour de longues périodes. Classez-les en utilisant un système qui vous convient.

5. Fermez les notifications automatiques
Éliminez une des distractions de votre journée de travail.

6. Utilisez et réutilisez
Rédigez des textes types pour répondre aux demandes électroniques habituelles.

7. Évitez les « listes »
Souscrivez parcimonieusement aux listes d'envoi électronique.

8. Absence du bureau
Utilisez les fonctions d'absence du bureau afin de gérer efficacement vos boîtes de réception lorsque vous êtes en formation ou en congé/vacances.

9. Observez l'étiquette concernant le courrier électronique
Évitez d'envoyer à l'expéditeur des réponses d'un mot ou deux telles que « c'est bien » ou « merci », sauf lorsque nécessaire; n'acheminez pas tous vos courriels de farce à un carnet d'adresses complet, etc.

10. Utilisez d'autres moyens de communiquer
Est-ce qu'un appel téléphonique ou une conversation face à face conviendrait mieux qu'un courriel ?

Yaniv M. Benzimra, Ph.D.
Leaman Long, B.A., B.Ed.
Psychologues Consultants Y2

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Problems managing your emails?

2011-04-21T15:57:00.004-04:00

10 tips on how to manage E-mail traffic:

1. Answer at set times
Identify two to three chunks time each day when you can focus on checking and responding to emails.

2. Deal with it
Once you open an e-mail, deal with it.

3. Delete Delete Delete
If e-mails are not important...

4. File it; archive it
E-mail shouldn't stay in your inbox for long periods of time. File it using a system that works for you.

5. Turn off auto notifiers
Eliminate one of the distractions in your work day.

6. Use and re-use
Write boilerplate text to answer common e-mail inquiries.

7. Steer clear of "lists"
Subscribe to electronic mailing lists sparingly.

8. Out of office
Use out of office functions for efficiently managing inboxes while on training or on leave/vacation.

9. Follow e-mail etiquette
Refrain from sending one or two word responses like "okay" and "thanks" back to a sender, unless necessary, don't send on every joke email to an entire address book, etc.

10. Communicate in other ways
Would a phone call or face-to-face conversation work better than an e-mail?

Yaniv M. Benzimra, Ph.D.
Leaman Long, B.A., B.Ed.
Y2 Consulting Psychologists

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Problems managing your energy?

2011-03-07T13:13:00.003-05:00

10 tips on how to manage your energy:

1. Unlax
Unwind, relax, plan ahead

2. Shift your energy as required
Vary your energy patterns — shift up when your energy level is down and shift down when it is up.

3. Think and be positive
Both raise your energy level and help with stress management.

4. Keep cool
No, not you — when and where you are working or playing should be conducive to the activities you are undertaking.

5. Pace and space
Ensure that you have enough time to undertake/complete your tasks, that they are manageable, and that you have time to pursue restful activities in between tasks.

6. Breathe easy
Deep breathing exercises have been shown to have a number of benefits — including reducing blood pressure.

7. Eliminate the unnecessary
There are enough important things to do in our lives without doing things we don't need to do.

8. Balance your energy
Use it wisely and, no, that does not mean that you have to move at a snail's pace all the time.

9. Conserve your energy
For those times when you need it.

10. Time has limits
But your energy can be replenished and can help ensure that you get things done efficiently and effectively.

Yaniv M. Benzimra, Ph.D.
Leaman Long, B.A., B.Ed.
Y2 Consulting Psychologists

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Difficultés à gérer votre énergie ?

2011-03-07T13:11:00.003-05:00

10 conseils pour gérer votre énergie :

1. Délassez-vous
Détendez-vous, relaxez, planifiez à l'avance.

2. Modifiez votre énergie au besoin
Variez vos habitudes d'énergie — augmentez lorsque votre niveau d'énergie est bas et diminuez lorsque votre niveau est élevé.

3. Pensez et soyez positif
Les deux augmentent votre niveau d'énergie et aident à gérer le stress.

4. Gardez au frais
Non, pas vous — le moment et l'endroit où vous travaillez ou jouez doivent être propices aux activités que vous entreprenez.

5. Dosez et espacez
Faites en sorte d'avoir suffisamment de temps pour entreprendre / terminer vos tâches, qu'elles soient gérables, et que vous ayez le temps de vous reposer entre les tâches.

6. Respirez bien
On attribue aux exercices de respiration profonde un certain nombre de bienfaits — dont la réduction de la pression sanguine.

7. Éliminez le superflu
Il y a suffisamment de choses importantes à faire dans nos vies sans faire celles que nous n'avons pas besoin de faire.

8. Équilibrez votre énergie
Utilisez-la sagement; et non, cela ne signifie pas que vous devez vous déplacer à pas de tortue tout le temps.

9. Conservez votre énergie
Pour ces moments où vous en avez besoin.

10. Le temps a ses limites
Mais votre énergie peut être renouvelée et peut vous aider à faire vos tâches de façon efficiente et efficace.

Yaniv M. Benzimra, Ph.D.
Leaman Long, B.A., B.Ed.
Y2 Consulting Psychologists

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Difficultés de concentration au travail ?

2011-02-28T17:17:00.007-05:00

10 moyens d'améliorer votre concentration au travail :

1. Protégez votre espace de travail
Placez une affiche à votre poste de travail ou bureau demandant de ne pas être dérangé lorsque vous travaillez à un projet.

2. Éliminez les distractions
Mettez des écouteurs. Transférez votre téléphone. Éteignez votre BlackBerry. Tournez votre chaise face à la fenêtre (si vous en avez une).

3. Buvez
Non, pas d'alcool. Lorsque vous travaillez, buvez beaucoup d'eau. Pourquoi? Même si vous n'êtes qu'un tout petit peu déshydraté, vous vous sentirez moins en mesure de vous concentrer.

4. Prenez des pauses
Faites une courte marche. Prenez une pause café ou thé.

5. Ne faites qu'une seule tâche
Concentrez-vous sur une chose à l'exclusion de tout le reste. Pour améliorer votre concentration, arrêtez d'essayer de faire plusieurs choses à la fois.

6. Méditez
Une période de méditation quotidienne vous permet de parfaire vos techniques de concentration.

7. Mangez bien et faites de l'exercice
Une bonne santé et une bonne condition physique aideront définitivement à développer vos pouvoirs de concentration.

8. Faites un somme (de préférence, pas au bureau)
Des études démontrent que les sommes, même aussi courts que quelques minutes, peuvent améliorer la concentration.

9. C'est le temps d'une barre Mars
Selon les recherchistes, les micronutriments que l'on retrouve dans le chocolat peuvent améliorer la concentration.

10. Soyez à l'aise
Avant de commencer une tâche — faites-vous un café, prenez une bouchée, allez au petit coin.

Yaniv M. Benzimra, Ph.D.
Leaman Long, B.A., B.Ed.
Psychologues Consultants Y2

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Losing your concentration or focus at work?

2011-02-28T17:17:00.006-05:00

10 tips on how to improve your concentration at work:

1. Defend your workspace
Hang a sign at your workstation or office asking not to be disturbed while you are working on a project.

2. Eliminate distractions
Wear headphones. Transfer your phone. Turn off your BlackBerry. Turn your office chair to the window (if you have one).

3. Have a drink
No, nothing alcoholic. While you're working, drink plenty of water. Why? When you are even mildly dehydrated you can feel less able to concentrate.

4. Take breaks
Go for a short walk. Take a coffee or a tea break.

5. Uni-task
Focus on one thing to the exclusion of all else. To improve your concentration, stop trying to do several things at once.

6. Meditate
A daily period of meditation allows you to work on concentration techniques.

7. Eat well and exercise
Good physical health and fitness will definitely help develop our powers of concentration.

8. Take a nap (preferably, not at the office)
Studies show that naps as short as a few minutes long can improve concentration.

9. Time for a Mars bar
Researchers say that micronutrients found in chocolate can improve concentration.

10. Make yourself comfortable
Before you begin a task — brew a cup of coffee, satisfy your hunger, go to the LBR or LGR.

Yaniv M. Benzimra, Ph.D.
Leaman Long, B.A., B.Ed.
Y2 Consulting Psychologists

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Arrêtez de perdre votre temps !

2011-02-28T16:52:00.005-05:00

10 Conseils pour bien gérer votre temps :

1. Organisez-vous
Organisez votre espace de travail, tenez à jour votre agenda, etc.

2. Planifiez-Ordonnancez
Déterminez combien de temps exigent les tâches, si elles peuvent être accomplies en totalité ou en partie, et déterminez/négociez les échéances.

3. Déterminez les priorités
Déterminez ce qui est vraiment important (autant au travail qu'à la maison).

4. N'essayez pas de jongler avec un trop grand nombre de tâches
Trouvez un équilibre entre le repos, la détente et les autres activités quotidiennes et les périodes de travail.

5. Établissez des méthodes de travail efficaces
Commencez avec les tâches les plus difficiles, organisez votre espace de travail, etc.

6. Soyez souple
Prévoyez du temps pour les imprévus — se lever en retard, rater l'autobus, prendre soin d'un enfant malade, etc.

7. Soyez prévoyant
Concentrez-vous sur ce qui vous aidera le plus à atteindre vos objectifs (professionnels et personnels).

8. Apprenez à dire « non »
Surtout lorsqu'il est impossible d'accepter des tâches additionnelles ou de rencontrer certaines échéances.

9. Déléguez
Déterminez ce que les autres peuvent faire pour vous — ou à votre place.

10. Ne remettez pas au lendemain
Faites ce que vous devez faire.

Yaniv M. Benzimra, Ph.D.
Leaman Long, B.A., B.Ed.
Psychologues Consultants Y2

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Stop Wasting Your Time!

2011-02-18T16:03:00.004-05:00

Best 10 Tips to better manage your time:

1. Organize yourself
Organize your work space; keep an up-to-date appointment calendar, etc.

2. Plan-Schedule
Ascertain how long tasks will take, if they can be accomplished in whole or in part, and determine/negotiate deadlines.

3. Set Priorities
Determine what's really important (both at work and at home)

4. Don't try to juggle too many tasks
Balance rest, relaxation and other everyday activities with periods of work

5. Establish effective work techniques
Start with the most difficult tasks; organize your work space, etc.

6. Be Adaptable
Leave time for the unexpected — oversleeping, missing your bus, looking after a sick child, etc.

7. Have Foresight
Focus on what will help you most in achieving your goals (work-wise and personal)

8. Learn to say "no"
Particularly when it's impossible to take on additional tasks or to meet certain deadlines

9. Delegate
Determine what others can do for you — or instead of you

10. Don't procrastinate
Just get it done

Yaniv M. Benzimra, Ph.D.
Leaman Long, B.A., B.Ed.
Y2 Consulting Psychologists

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Think you can multitask?

2011-01-31T10:21:00.002-05:00

Computers can. People can't — at least not the important stuff.

At Y2 Consulting Psychologists, we know that when people are asked to multi-task, they are — in reality — being asked to do the impossible. It's like suggesting that someone juggle several balls in the air, even though they have never done it before.

And people who claim that they can multi-task are doing no more than focusing their attention first on one task and then — in rapid succession — on another and another.

Simply put, when you try to do two (or more) things at once, chances are that you will do none of them very well.

And so while you can sing while you take a shower in the morning (something routine and familiar) or fold laundry (something routine and familiar) while you talk to the neighbor on your cell, other types of multitasking can be downright dangerous, such as texting while driving to work, or blow-drying your hair while taking a bath.

Overall, it has been shown time and again that carrying out or completing one task and then moving to the next — in an orderly and logical fashion — means that each task is completed more quickly and more successfully than trying to accomplish several things all at once. This is called single or uni-tasking.

Trying to multi-task can create unnecessary stress at work and at home. It's easier and more effective to single-task — to establish priorities for our daily activities, keep things in perspective, ask for a helping hand, and reduce the distractions (try leaving your wrist watch at home — and going through the day without it).

Often, a Statement of Merit Criteria for government jobs will list "multitasking" among the desired personal suitability factors. For example, it may say they are looking for someone who "possesses exceptional multi-tasking and organizational skills to effectively manage high volume of tasks and be able to work within tight deadlines."

But why?

The idea of multitasking became attractive because of a number of commonly-held beliefs — that more could be done in less time, that tasks would get done quicker, and that it would help employees learn how to deal with work distractions and interruptions.

It may also be linked to the fact that the work environment and society, in general, are becoming more and more technologically wired, and that the ability to use multiple technologies simultaneously will keep people of all ages adaptable, relevant, and more effective in the workplace.

We believe that single or uni-tasking leads to a more enjoyable life both inside and outside the office. It results in higher levels of concentration, and significant progress on tasks that require high-level cognitive processing... When accomplished one at a time.

Finally, uni-tasking saves time and reduces stress. And we can all do with more of the former and less of the latter.

Have an opinion on this subject that you'd like to share? Please feel free...

Leaman Long, B.A., B.Ed.
Y2 Consulting Psychologists

Itching for a conflict?

2011-01-17T10:22:00.002-05:00

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?

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

Daily Grind or Work-life Balance - It's Your Choice!

2011-01-06T10:36:00.004-05:00

Daily our lives are filled with a variety of personal, family-related and professional responsibilities and obligations. Most people are successful in developing strategies to manage the repetitive aspects of their every day routines – or "the daily grind".

It's the unexpected events and/or last minute demands in our lives that seem to catch many of us off guard and that influence our ability to deal with them effectively.

There are a number of strategies that can help individuals better cope with the psychological and physical impacts of their life/work stressors. Preventative strategies, such as exercise, balanced diet, relaxation, deep breathing, and adequate sleep build our resilience to stress. In fact, it has been shown that adopting a healthier and more active lifestyle works.

Other coping strategies, including assuming a more positive and realistic outlook on life demands and seeking social support, have also proven to be beneficial in managing stress.

I believe that our ultimate goal is to lead a happier and more meaningful life. For many, this begins by tackling the numerous life stressors first and by attempting to achieve work-life balance.

As a psychologist and a wellness coach, I notice that many individuals adopt unrealistic and/or inaccurate views of what adequate work-life balance means. Over the years, I have come to the realization that many of those who strive the most to attain the "right' balance seem to believe that they must also have busy out-of work routines that run parallel with their busy work lives. Among these types of individuals are professional couples who will have demanding workloads – they often will make sure that they (and their kids) are involved in several time demanding activities or sports. In many of these cases, the most important thing missing from their typical week is rest. Over time, fatigue and even exhaustion sets in and family members start having a harder and harder time keeping up with the numerous demands placed upon them.

In other words, having true work-life balance does not mean having both busy work and personal routines. To regain or to attain balance, some may need to focus on reducing their workloads while others may have to start leading less (or more) active personal lives.

This is the first in a series of brief articles I will be writing on attaining general wellness. As a psychologist, I am curious to know what strategies have worked for you in trying to achieve better work-life balance. Please share with us any tips you may have or any challenges you have been struggling with. Let's begin the discussion!

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

Enabling Change: Re-energizing Your Organization

2010-12-14T10:22:00.000-05:00

It has been shown that change management is a carefully planned and systematic way of formulating, communicating, and implementing change in an organization.

A key element of the change management process is the enabler, or a professional who creates a constructive environment in which change can happen effectively and efficiently.

So what are the skills and qualifications of a change enabler?

An in-depth understanding of how people go through the change process.
Familiarity and knowledge of change management concepts, principles and methodologies.
Understanding of project management theories, principles, methods and practices.
Outstanding written and oral communication skills.
Ability to work effectively at all levels of an organization.
Strong, active listening skills.
Keenly-developed problem solving and root cause identification skills.
Acute analytic skills and decision-making abilities.
Commitment as a team player and the capacity to work with, and through, others.
Facility in influencing others and moving toward a shared vision and goals.
Involvement with other change efforts — both large and small — and previous change management experience.

It's natural that most individuals react with caution and with concerns when changes are being planned or occurring in an organization since they may have an impact on their future, security and organizational fit.

But change occurs and it affects people, often in stressful ways. The real challenge for the enabler is how to get over the resistance of those who don't want to change.

At Y2CP we are the professional and experienced change enablers which your organization may need right now.

Leaman Long, B.A., B.Ed.
Y2 Consulting Psychologists

Teamwork – Is it Underrated or Overrated?

2010-11-22T14:46:00.002-05:00

It depends...

If it means working collegially and listening to — and understanding — other members of the team, in order to determine best approaches, then it is.

If it means "toeing the corporate line", "not upsetting the apple cart", or "maintaining a civil workplace", then it isn't.

How do team leaders build dynamic teams?

Sound leadership is a key element in building sound teams. Through example, team leaders should be able to establish and maintain positive working environments, and to motivate and invigorate team members.

Open communication is a vital factor in the interpersonal interactions of teams. Team members must be able to articulate their thoughts and feelings, contribute ideas, resolve professional differences, and assess the viewpoints of the other team members.

Making certain that each team member understands the role of the team, and of each of its members, is also essential — from the outset.

How can team members contribute to team effectiveness?

Teams need effective team players to perform well. But what makes an effective team player?

They are dependable and participate fully (they carry their own weight).
They listen actively, and communicate honestly and openly.
They willingly share their information, knowledge and experience.
They cooperate to solve problems and to get work done.
They are flexible and demonstrate commitment to the team.

Teamwork can be a blast!

"One piece of log creates a small fire, adequate to warm you up, add just a few more pieces to blast an immense bonfire, large enough to warm up your entire circle of friends; needless to say that individuality counts, but team work dynamites." — Jin Kwon

Leaman Long, B.A., B.Ed.
Y2 Consulting Psychologists

Décompressons! Dix conseils gagnants pour les leaders

2010-10-19T14:28:00.000-04:00

Leaders : Voici 10 trucs efficaces sur comment mieux gérer votre stress au travail rédigé par le Centre de Creative Leadership.

La main-d’oeuvre au Canada : Chiffres intéressants publiés par Statistiques Canada !

2010-10-19T14:23:00.005-04:00

Cela nous permet d'ouvrir les yeux face à la réalité canadienne et de pouvoir comparer notre milieu de travail avec les autres au Canada.

Knowing Yourself Well Leads to Greater Success

2010-09-09T16:05:00.021-04:00

The end of high school and the transition to post-secondary education represent a significant turning point in the lives of young adults. Choosing the right and appropriate college or university program is the first hurdle towards a well-paying and interesting job. In today's world, post-secondary education is the key to success.

Unfortunately, too many young people choose their post-secondary program without really taking the time to seriously think about it. A haphazard choice is the main cause for dropping out of a college or university program. Dropping out has numerous negative impacts: loss of self-esteem; fear of making another mistake; limiting oneself to small jobs that do not pay well; difficulties in motivating oneself to go back to school.

How many young people manage to know themselves well enough to choose an appropriate post-secondary education program? Very few: in fact, according to certain studies, not even 30 % of those who are finishing high school. This means that up to 70 % of young adults make a more or less realistic choice.

In order to make the right choice and to give yourself every opportunity for success, you must know yourself well. This means that you must know what you like (career interests), what is important to you (work values), as well as your strengths (abilities).

Developing a good knowledge of oneself in order to make a career choice is not as simple as it seems. The assistance of an education/career orientation professional is often required. However, due to budgetary constraints, high schools are less and less able to provide the personalized services of an orientation counsellor.

Researchers with the Faculty of Education of the University of Ottawa in cooperation with Y2 Consulting Psychologists have developed an academic/career orientation program for young people who are finishing high school. The program is designed to help students make a realistic choice concerning their post-secondary education. The program proposes eight hours of group activities (maximum of 15 students), use of the best career interests test available on the market. Everything is done in order that at the end of the program, students are able to choose the studies program that truly corresponds to their interests and their abilities.

Learn more about the program "Making the Right Choice to Better Succeed"

André Samson Ph.D.
Career Counselling
Y2 Consulting Psychologists

Bien se connaître pour mieux réussir

2010-09-09T16:05:00.020-04:00

La fin des études secondaires et la transition aux études postsecondaires constitue une période charnière dans la vie des jeunes adultes. Un choix réaliste et ajusté d'un programme à l'université ou au collège est la première condition à remplir pour accéder à un emploi bien payé et intéressant. Car pour réussir aujourd'hui, les études postsecondaires sont la clef du succès.

Malheureusement, beaucoup trop de jeunes font un choix d'études postsecondaires sans réellement prendre le temps d'y réfléchir sérieusement. Un choix irréfléchi est la principale cause d'abandon d'un programme à l'université ou au collège. Un abandon cause beaucoup d'effets négatifs : perte de l'estime de soi, crainte de se tromper à nouveau, limitation à des petits emplois mal payés, difficultés à se motiver pour retourner aux études.

Combien de jeunes parviennent à développer une connaissance de soi suffisante pour faire un bon choix de programme d'études postsecondaires? Très peu, en fait, selon certaines études même pas 30% des finissants et des finissantes du secondaire. Cela veut dire que jusqu'à 70% des jeunes font un choix plus ou moins réaliste.

Pour faire un bon choix et mettre toutes les chances de son côté, il faut donc bien se connaître. Cela veut dire, qu'il faut savoir ce que l'on aime (intérêts de carrières), ce qui important pour soi (valeurs au travail) et aussi ses points forts (aptitudes).

Développer une bonne connaissance de soi en vue d'un choix de carrière, ça ne se fait pas tout seul. L'aide d'un professionnel de l'orientation scolaire et professionnel est souvent nécessaire. Mais, les écoles secondaires sont de moins en moins en mesure d'offrir les services personnalisés d'un conseiller d'orientation en raison de limites budgétaires.

Les chercheurs de la Faculté d'Éducation de l'Université d'Ottawa en collaboration avec les Psychologues consultants Y2, ont développé un programme d'orientation scolaire et professionnel à l'intention des jeunes qui terminent leurs études secondaires. Ce programme vise à les aider à faire un choix d'études postsecondaires réaliste. Pour ce, il propose huit heures d'activités de groupe (maximum 15 élèves), l'utilisation du meilleur test d'intérêts de carrière sur le marché. Tout est fait pour qu'au terme du programme, les jeunes puissent choisir le programme d'études qui correspond réellement à leurs goûts et à leurs aptitudes.

En apprendre plus sur le programme « Bien choisir, pour mieux réussir »

André Samson Ph.D.
Counselling de carrière
Psychologues Consultants Y2

Investing in Employee Development in Order to Stay Competitive and Meet Organisational Needs in the GOC

2010-08-26T15:49:00.003-04:00

The federal government's Policy on Learning, Training and Development (2006) specifies that all employees must have learning plans aligned with departmental business priorities. The learning plans are intended to enable employees to acquire and maintain the knowledge, skills and competencies needed for their level and functions, and prepare them to do the next job. Accordingly, all public service employees are to be developed.

You've heard it many times: public service leaders are accountable for leading and managing people to achieve results aligned with strategic directions. This is a tall order at any time in a dynamic political environment marked by evolving priorities, shifting resources, changing employee expectations, and ongoing public scrutiny. However, people remain at the heart of it all – people who take on the challenges of leadership, and the people they lead.

Leaders need to strategically manage the flow of talent through their organizations so that the right people are in the right place at the right time. In the hurly burly of daily activity, however, leaders often focus less on developing people after they are on board.

While management's role in employee development is critical, it is important to remember that employees also need to take charge of their own development and be proactive in identifying their relative strengths, areas of development and outline a targeted learning plan. Moreover, employees must be determined to first develop the skills they need in order to excel in their current jobs, and be cognisant of the different resources made available for their development.

Results of the 2008 Public Service Employee Survey indicate that while employees are generally positive about their access to job-related training, they are less satisfied, however, with their supervisors' efforts to help them determine their learning needs and with the organization's support for their career development.

An organisation must continually invest in the development of employees' skills in order to stay competitive and meet ongoing business needs. An organisation that is focused on employee development is characterised as:

Delegating the authority so that people can act on their own.
Viewing the capability of employees as an important source of competitive advantage.
Continuously investing in the skills of its employees.
Constantly improving its "bench strength".
Ensuring employees have the required skills to do their jobs.

Y2 Consulting Psychologists, an HRM firm specialising in Government organisations, have led several workplace assessments in GOC departments and agencies. In the area of Capability Development, a number of surveyed employees indicated that there was a need for investment in the skills of employees since the capability and the necessary skills may not be present in all. Many agreed that the capabilities of employees are often not regarded as a critical source of competitive advantage, and as such little development effort is invested on day-to-day ‘on-the-job learning by doing' (i.e. delegating authority so that people can act on their own) and on more structured development initiatives.

We are interested in knowing how employee development takes place in your organisation and what are your suggestions to improve it.

Your input is important and will help us further our understanding of the factors that contribute to capability development.

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

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

2010-07-22T10:25:00.001-04:00

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.

Une culture dans laquelle les gens contribuent ouvertement leurs idées et leurs pensées ne naît pas du jour au lendemain. Il faut prendre des mesures délibérées afin de créer un environnement où les communications sont attendues, appuyées, claires, candides et pertinentes. Autrement, les organisations deviennent boiteuses et dysfonctionnelles. Il est important de bien utiliser les systèmes et mécanismes de communication, de s’assurer que les gens reçoivent les renseignements à temps et de créer un environnement dans lequel les gens partagent leurs idées et leurs opinions même lorsqu’ils sont en désaccord avec vous.

Avec les percées technologiques que nous avons connues au cours de la dernière décennie, les méthodes de communication ont changées et se sont améliorées énormément, nous permettant d’avoir des renseignements continus en temps réel et de rendre possible le télétravail et les équipes virtuelles. Les courriels, bulletins électroniques, les cellulaires, l’internet, les technologies de la vidéoconférence, etc. deviennent rapidement les moyens de communication préférés de la société d’aujourd’hui. De nombreuses organisations s’efforcent de trouver des moyens efficaces de faire face aux défis (par ex. difficultés de se détacher du travail, même à la maison, les communications se faisant surtout par courriels) et d’exploiter les avantages (par ex. être constamment informé des changements et être en mesure de réagir plus rapidement) que présentent ces nouveaux moyens de communication.

Les Psychologues Consultants Y2, une firme se spécialisant en G.R.H. auprès d’organisations gouvernementales, ont mené plusieurs évaluations en milieu de travail auprès de départements et agences gouvernementales. Les résultats de la plupart de ses études reflètent l’importance de favoriser une communication franche et ouverte dans les organisations.

Nous sommes intéressés de savoir ce que vous vivez dans votre milieu de travail et quelles sont vos suggestions pour améliorer l’efficacité de la communication interpersonnelle et organisationnelle.

Vos pensées et suggestions sont les bienvenues et nous aident à approfondir nos connaissances quant au sujet de la communication.

Yaniv M. Benzimra, Ph.D.
Psychologue Consultant
Psychologues Consultants Y2

Managing Work Overload

2010-07-15T13:47:00.001-04:00

In many organizations, one of the most frequently reported workplace stressors is related to workload.

Y2 Consulting Psychologists, an HRM firm specialising in Government organisations, have led several workplace assessments in GOC departments and agencies. In many of the GOC organisations that were assessed, indicate struggling with the volume of work, the tight deadlines, constantly changing priorities, priority setting/urgencies, lack of resources, significant workload fluctuations and uneven distribution of work.

The issues of workload management and productivity are tightly intertwined. How can you achieve greater productivity with your existing resources?

It can be tempting to demand that employees just work harder to increase productivity. In the long run, just working harder increases errors, burnout and employee turnover. Thus, the goal is to obtain the most sustainable productivity possible from your existing employees, equipment and procedures.

Organisations need to learn how to increase the overall level of productivity without pushing workloads to the point where stress becomes a problem.

According to James Bavendam, Ph.D., five factors were found to significantly influence the workloads experienced by managers and employees :

Interruptions: The more people are interrupted, the higher their workload. There is no question, people need to be responsive. On the other hand, not all interruptions are equally important. Interruptions increase workload as well as errors. As a result, coping with errors further inflates the workload. To cope with this, try to create priorities for work - so that more important tasks are not interrupted by less important ones.
Planning: The more adequately teams plan for their needs, the more reasonable their workloads. Planning helps be proactive and efficient. Conversely, lack of planning means that employees typically need to create solutions to problems rather than simply employ approved solutions. To create the same amount of output, they have to work harder. Identify the key aspects of your work that could benefit from better planning. Do it and then move on.
Resolving problems at work: Workloads seem higher to employees who have long-term, unresolved problems. Employees are better able to resolve their problems if they have enough authority to do their jobs, if managers listen/respond to their concerns, and if blame is minimized.
Guidelines and procedures: Guidelines and procedures create needed consistency in organizations. They also can make work easier as they tell employees what to do in different situations. However, make sure that your rules and procedures have kept pace with changes and actually help employees do their jobs. Outdated procedures - especially those designed by people who don’t have to live with them every day - increase workloads.
Clear job expectations and performance measures: Managers and employees need to know what is expected of them and how they will be judged. Making roles and performance measures clear also helps make sure that several people aren’t being asked to do the same tasks and that everything that needs to get done is getting done.

These five factors are not problems to be solved. They just need to be better managed!

We are interested in knowing how work overload affects your organisation and what are your suggestions to improve it.

Your input is important and will help us further our understanding of the factors that contribute to healthy and productive organsiations.

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

Creating Positive and Healthy GOC Organisations

2010-07-05T10:23:00.006-04:00

To be truly successful, an organisation must have a work climate of trust and openness, that is a positive atmosphere. A positive atmosphere indicates that members of the organisation are motivated, committed, involved and satisfied. It means that people are comfortable enough with one another to be creative, take risks, and make mistakes. It also means that people are satisfied with their jobs and with their work environment. You are also likely to hear plenty of laughter, and research shows that people who are enjoying themselves are more productive than those who dislike what they are doing.

Trust is by far the most important ingredient of a positive atmosphere. Some of the characteristics and behaviours that build trust are: honesty, dependability, sincerity and open-mindedness. It’s also important to keep in mind that what one person sees as trustworthy is not necessarily what another sees. We each have different values. Trust is not built overnight. In fact, building trust is often one the greatest challenges of most organisations. If a team you work with has done a good job of building trust, the other aspects of a positive atmosphere will come more easily.

Enhancing organisational health is becoming a challenge for most organisations, as more and more people are experiencing difficulties managing their work/life demands and maintain a sense of well-being (physical and psychological). Organisations that are proactive and try to improve their employees work/life balance gain from such efforts and often see increases in the overall productivity, and a reduction in stress-related employee absenteeism (which accounts for as much as 50% of absenteeism in some organisations). While there are many strategies that can be helpful for improving organisational health (i.e., wellness coaching, preventing burnout workshop), simple initiatives focussing on improving the physical/psychological health of all employees seem to be particularly effective, enjoyable and fairly inexpensive. For instance, creating a "fitness or social" group helps develop a sense of belongingness and helps build better working relationships.

Y2 Consulting Psychologists, an HRM firm specialising in Government organisations, have led several workplace health and climate assessments in GOC departments and agencies. In many of the GOC organisations that were assessed, employees identified the following needs: improve the work atmosphere, empower employees, provide a vision, inspire them and build respectful and transparent relationships.

We are interested in knowing how the work atmosphere is in your organisation and what are your suggestions to improve it.

Your input is important and will help us further our understanding of the factors that contribute to a positive and healthy work climate.

Yaniv M. Benzimra, Ph.D.

Consulting Psychologist

Y2 Consulting Psychologists

Making New Hires Count

2010-07-03T00:40:00.009-04:00

Rather than being another management burden, welcoming new hires and retention of employees should be viewed as best practices for managers.

We know that the approach by which an organization’s employees and resources are coherently managed is fundamental to its effectiveness and well-being.

And managers who engage their employees are more likely to retain them.

It has been shown that retention efforts are bolstered in any organization when managers:

care about each individual employee
listen and understand what motivates employees
provide clear direction, roles, responsibilities and expectations
reward and recognize contributions
help employees develop, and
remove barriers to success

Feeling important, unique and valued

It’s important to approach new and existing employees with the goal of making them feel important, unique and valued – and that they are not lost in a sea of people. Why? Because, it is key - early in the process - for newcomers to establish a sense of belonging to their work unit, and to feel a sense of community.

Work units across the federal government are all competing for solid employees. High performers are snapped up quickly.

Furthermore, government hiring processes can be onerous and eat up valuable human resources when they are undertaken. Any organization constantly caught up in replacing employees who leave is taking away from their day-to-day work on behalf of Ministers, clients/stakeholders, and Canadians, in general.

And so, it is crucial that government organizations have a strategic plan in place to bring in good employees, and then provide them with incentives/reasons to stay. The experts at Y2CP can help you develop your on-boarding plans.

Being rewarded and recognized

Employees will also feel greater buy-in to an organization that takes the time to reward them for a job well done.

New hires, in particular, can be anxious regarding how well they are performing in their new roles, so this is key to ensuring they feel comfortable as they settle into positions.

Managers should be encouraged to provide regular feedback to employees; regular thanks and informal recognition to employees who have gone above and beyond their usual duties should be the norm.

The sooner your newest team members are brought “on board”, the sooner they can start contributing to the success of your organization.

Leaman Long, B.A., B.Ed.

Y2 Consulting Psychologists

Holistic Wellness Work-Life Balance

2010-06-21T13:58:00.003-04:00

Check out this SlideShare Presentation:

Holistic Wellness Work-Life Balance

View more presentations from Y2CP.

Measuring the Mind: Psychometrics

2010-06-09T13:23:00.002-04:00

To succeed and be happy in any job or assignment, it’s important to align your abilities, values and personality with those that are essential in your chosen career or field of endeavour -- and with those of the organization for whom you work or for whom you hope to work.

Today, many organizations use psychometric testing often referred to as occupational, psychological or psychometric testing -- to assist with recruitment and candidate selection, employee training and development, team building, workplace assessments and counselling -- especially career counselling. In fact, many organisations report that their best HRM decisions are the ones that are based on formal performance appraisals and on the use of psychometric testing.

So what are psychometric tools?

Psychometric tools are used to obtain detailed, objective, and relevant information about an individual’s capacities in a wide variety of areas.

Psychometric tools are tests designed to measure the career interests/values/motives, aptitudes, potential and performance of individuals. Psychometric testing usually falls into three main types: ability, aptitude and personality testing. At Y2 Consulting Psychologists, we believe that psychometric tools should be objective, standardized, valid, reliable and discriminating. Such tools are designed to help individuals make more informed career-related decisions; ones based on the individual’s ‘natural’ strengths and needs of development. Such decisions have often been linked to greater career satisfaction, success, and general happiness. Such tools can help individuals develop their career plans, specify targeted learning objectives and help employers to discriminate between the less and more qualified candidates for a position.

Located in the NCR, Y2CP sells over 200 online psychometric tools which can be used for selection, development and workplace assessment purposes. Several of these tests are available in both French and English. All of these solutions are valid, reliable and cost efficient. Y2CP has become a one-stop shop for online HRM psychometric solutions in Canada; providing its corporate and government clients, mostly the GOC, with access to hundreds of online solutions (and related support) from several leading test developers in Canada, the USA and Europe (e.g. Psychometrics Canada, Sigma Assessments, Saville Consulting, AD&C, PsyMax Solutions, CBI-SMART, Denison Consulting, Compmetrica).

Making the right decision

Whether they are used by employers as part of their recruitment and selection processes or by individuals as part of their career decision-making and personal development, psychometric tools will help you make the right -- the best -- decisions.

Yaniv M. Benzimra, Ph.D.

Yannick Mailloux, Ph.D.

Leaman L. Long

Y2 Consulting Psychologists

Looking for a psychologist in the Gatineau & Ottawa region?

2010-05-25T14:40:00.002-04:00

With over 750 psychologists in the Gatineau & Ottawa area, it is not so simple to choose the "right" psychologist.

We know that there are many different types of psychologists. Some are clinical and counselling psychologists, practitioners who provide psychotherapy and/or administer and interpret psychometric tools and tests. These professionals work primarily in private practices and in institutions such as hospitals, schools, clinics, and correctional facilities; their work can involve individuals, groups, and families, as well as public and private sector organizations, in whole or in part. There are also psychological professionals who work as researchers, in academic institutions, and in governmental and non-governmental organizations. Still others are active in both research and practice.

So how do I find the psychological services I'm looking for?

Choose an "all inclusive" solution!

Y2 Consulting Psychologists (Y2CP), in Gatineau, specializes in the health and well-being of both individuals and organizations. We offer professional, confidential, quality and bilingual services to our clients. Our mission is to support the personal, professional and organizational development of our clients through quality professional services.

With some 30 psychologists, members of the Order of Psychologists of Quebec (OPQ), and other mental health professionals (neuropsychologists, sexologists, counsellors, etc.) we are the largest psychological services firm in Gatineau and one of the few firms in the area that fully functions by area of expertise to best respond to client needs. We are able to offer a wide range of services – all under one roof. These range from psychotherapy and counselling services to sexological services, and from bio-neurofeedback services to cyber-psychological services and EAP.

In addition, Y2CP, with its diverse group of consultants (work psychologists, HRM consultants, executive coaches, career counsellors, clinical psychologists), has also established itself as a full-service human resource management and consulting firm in the National Capital Region.

The firm has set itself apart from the competition by providing its clients with more than 200 of the most valid and reliable online (and paper and pencil) psychometric solutions available on the international market for selection, development, and workplace assessment. In fact, Y2CP has become a "one stop shop" of choice for affordable online solutions; reselling "off-the shelf" solutions from many of the best, local and international, psychometric tool developers; adapting existing online solutions and developing its own suite of HRM solutions — including its novel online reference check system — to meet the federal government's needs and standards.

In sum, if you're looking for the "right" psychologist in Gatineau & Ottawa, contact Y2CP.

Yaniv M. Benzimra, Ph.D.

Yannick Mailloux, Ph.D.

Managing Partners,

Y2 Consulting Psychologists

La prévention de l'épuisement professionnel : le défi des cadres au sein du gouvernement du Canada

2010-04-28T16:33:00.000-04:00

Check out this Presentation:

Y2CP Preventing burnout: The executive challenge in the Canadian Government

View more presentations from Y2CP.

Organizational Commitment and Performance Management: Employees Performing at their Best

2010-04-06T15:20:00.007-04:00

The way employees perceive their jobs is affected significantly by organizational culture and the climate in the workplace. The work environment also has a bearing on employee performance and the way that performance is seen by others.

Organizational culture is created by management's priorities, policies, practices, values and attitudes. In turn, this culture helps fashion employee attitudes and influences their behaviour.

Employees spend a considerable number of hours at work each week. Many spend more time with their colleagues and work mates than they do with family members. For employees to be happy and fulfilled, that time must be valuable, and not just in terms of monetary gains.

Employees want to be engaged in their work. They seek work that is enjoyable and meaningful. When they are engaged they are productive, and more willing and able to better serve clients.

It's for these reasons that organizational culture and work climate matter. Focusing on building and sustaining a vibrant organizational culture is one way of showing that employees are the organization's most valuable building blocks.

Indeed, there are many reasons to focus on and build organizational culture. Here are just a few:

A vibrant culture attracts talent and facilitates on-boarding.
A vibrant culture helps to retain talent.
A vibrant culture is one in which employees are engaged.
A vibrant culture permits employees to be valued and to express themselves.
A vibrant culture brings employees together/helps to build teamwork.
A vibrant culture helps employees realize their full potential.

Organizational commitment: The glue that binds

Organizational commitment is the measure of an employee's attachment to, or involvement in, an organization.

Organizational commitment is important because a committed employee contributes to the success of the organization and is less likely to move on. Organizational commitment has been categorized as:

Affective: showing a sense of emotional attachment to the organization.
Normative: exhibiting a sense of obligation or owing something to the organization.
Continuance: demonstrating a sense of being stuck in or with an organization, or in a particular job.

Most organizations want employees to feel affective, or at least normative, commitment.

Performance Management

Performance management is often equated with performance appraisal. However, the annual appraisal process, no matter how good the system, will not ensure that employees perform to their full potential. A performance management system must bring out the right behaviours in both managers and employees all year long.
It has been shown that many employees do not feel they receive adequate communication about their performance on an ongoing basis — their managers, in many cases, are not talking to them about their performance throughout the year and between review periods.

There are a number of steps that can be taken to ensure that performance management is an effective in an organization.

Effective performance management means:

Organizational commitment to employees is evident.
Managers are shown how to conduct performance evaluation meetings.
Developmental plans for the future are included (e.g. skills development, training).
Measures are in place to deal with poor performance.
In addition to the judgment/opinions of managers, information from other sources is included in the appraisals.
The review process is consistent across the organization.
Ongoing goal review and setting clear performance expectations are key elements.
Regular and relevant feedback on employee performance is provided.

And it is clear. Many of the practices that support performance also have an impact on job satisfaction, employee retention, and ongoing employee commitment to the organization.

Leaman Long, B.A., B.Ed.
Y2 Consulting Psychologists

Employee Engagement and Public Service Excellence

2010-03-08T08:22:00.008-05:00

"Develop your employees for their career and for the future of the organization; have trust in them and make them trust you as well."

- Sunil Budhiraja quoted in The Employee Engagement Network

Most individuals want to do more than go through the motions. People aspire to do work that is meaningful. When they have the opportunity to be working with a leader who challenges, inspires, and appreciates them, they can perform far above their expectations.

Effective leaders inspire their employees to set ambitious professional goals, and help them find ways to best use their skills. They are able to create a positive and productive work atmosphere by setting high expectations, fostering positive work attitudes and ensuring that people feel appreciated and valued for their achievements.

Gallup research has shown that engaged employees are more productive, create stronger customer relationships, and stay within the organisation longer than less engaged employees. Furthermore, workplace engagement has been shown to be a powerful factor in catalyzing "outside-the-box" thinking to improve management and business processes, as well as customer service.

Whatever the reasons for joining today's Public Service, the work climate that new employees enter will either stimulate them — thereby cultivating the public sector leaders of tomorrow — or leave new recruits disenchanted and looking for opportunities elsewhere.Government leaders will either encourage and enhance learning and growth opportunities, or thwart them altogether. However, staying engaged involves a commitment on the part of both managers and employees.

If you're trying to determine how engaged are your employees and managers, ask yourself some of the following question:

Are there regular opportunities for employee involvement in policy/program development, change initiatives, and other decision-making processes?
Are there opportunities to be creative / innovative, to voice new ideas, and be listened to? Are their competency/skills development programs and opportunities?
Is the organization really concerned about employee continuous learning, health and well-being?
Are there regular and meaningful discussions on learning plans and career progression between managers and employees?
Is there trust, integrity, communication built into the work environment, and do managers "walk the talk"?
Are employees mentally stimulated and challenged in the work environment? Does it bring out the best in them?
Are they recognized and rewarded for their achievements/innovations?
Does teamwork foster cooperation and engagement?

If you were able to answer: "YES" to most of these questions, then the process is well underway to achieving the excellence that is being sought in both the public and private sectors.

Engagement plays a key role in employee retention, organizational effectiveness and workplace performance. Highest levels of engagement are observed when workers feel connected to their role in the organization, to their team/unit, to their manager, to the organization, and to the organization's goals and priorities.

Employee engagement is attainable – all it takes is organizational willingness and commitment.

Leaman Long, B.A., B.Ed.
Yaniv M. Benzimra, Ph.D.
Y2 Consulting Psychologists

Team Building: Energizing your Organization

2010-02-11T11:51:00.002-05:00

Most leaders encourage and/or require their staff to work as a team but give their staff little guidance as to how they should do so.

A team is usually defined as a "group of people who are mutually dependent on one another to achieve a common goal". Little emphasis is placed, however, on how well the team is functioning.

In assessing team performance, consulting psychologists go beyond its' productivity and also pay attention to the team's wellness. The well-being of each team member is taken into consideration while trying to improve a team's performance. In fact, a highly performing team is considered to be one that is able to surpass its organizational goals, in addition to helping its members maintain both job satisfaction and healthy work-life balance.

Organisational wellness consultants provide various team building solutions to help teams become efficient, effective and highly-focused.

Sound and productive work teams have been shown to be the key to success in both the public and private sector as organizations strive to improve results, whether it involves developing new services, achieving cost reductions, improving quality, or increasing productivity.

So what is a team building?

As Peter B. Grazier* states: It is a way to formalize the power of collaboration among individuals. It is a way to blend the talents, skills, and inherent creativity of diverse people. It is a way to use this collaboration so that the work group leverages its skills, time, and resources for their own benefit and that of the organization.

We know that clearly spelled out expectations are critical in teamwork success but what other elements ensure successful team building? At Y2CP we see team building as:

Understanding how the team fits into the overall mission, mandate and major goals of the organization
Believing that active participation in a team is important and valuable to the organization and to themselves
Structuring the team so that members feel it has the right composition (with the right mix of skill sets, knowledge, etc.)
Defining the role and work of the team based on organizational requirements
Empowering the team members to do their work and achieve organizational goals and solutions
Understanding that effective team dynamics and development are key to building solid working relationships
Communicating openly, honestly and generously with one another on a team; communicating with the team leader and having information shared with the team members
Creating a work environment in which creativity and innovation are encouraged and rewarded
Taking responsibility collectively for successes (and being recognized/rewarded) and for failures (and not fearing reprisals)
Having access to the resources required to succeed in a team environment
Recognizing that creating and building teams is different from established hierarchical organizational structures

Source: *What is Teambuilding, Really? Peter B. Grazier (Published March 1, 1999)

Yaniv M. Benzimra, Ph.D.
Leaman Long
Y2 Consulting Psychologists

Les défis que posent la prévention et la résolution des situations de harcèlement

2010-02-09T16:29:00.003-05:00

S'il existe un consensus à propos du harcèlement, c'est que la prévention et la résolution des situations de harcèlement représentent un défi important pour les organisations. En effet, plusieurs éléments contribuent à rendre le harcèlement difficile à gérer.

Premièrement, le harcèlement est subjectif et est souvent basé sur des perceptions. Un même comportement peut être perçu différemment par différentes personnes. Il interpelle davantage les émotions que la raison notamment parce qu'il constitue une menace pour l'intégrité psychologique et l'identité de la personne. Pour ces raisons, le harcèlement est difficile à saisir et à définir. Comment peut-on en effet s'entendre sur une définition commune du harcèlement si un même comportement est perçu différemment par différentes personnes ? Parce qu'il est difficile à définir, le harcèlement est aussi difficile à prouver juridiquement.

Comment peut-on s'entendre sur une définition commune du harcèlement si un même comportement est perçu différemment par différentes personnes ?

Deuxièmement, le harcèlement est souvent entouré de silences, de non-dits, de sous-entendus. Les messages ne sont pas clairs; ils sont ambigus ou contradictoires. Une personne visée par des comportements harcelants peut tarder à le reconnaître, douter d'elle-même, se dévaloriser, avoir honte et vivre de la culpabilité. Elle finit par se demander ce qu'elle a bien pu faire pour mériter ça. Ce n'est pas de la faiblesse, c'est lié à la nature du harcèlement. De plus, dans certains cas, les collègues de travail soit ne le percevront pas, soit fermeront les yeux par crainte de représailles de la part de la personne abusive.

Troisièmement, le harcèlement est lié au pouvoir entre les individus et les groupes. Le pouvoir signifie forcer les autres à faire ce qu'ils ne choisiraient pas volontairement de faire. L'utilisation du pouvoir peut se manifester par une combinaison subtile de menace, d'intimidations et de coercition qui contribue à créer une atmosphère de peur et d'incertitude pour la victime à l'égard de sa sécurité, son intégrité, son bien-être, le développement de sa carrière ou son avenir.

Dans la majorité des cas, les valeurs, la morale, les lois ou l'éthique viennent encadrer et « civiliser » l'exercice du pouvoir. Mais la réalité et l'histoire nous enseignent que les dérapages sont possibles. Au niveau des peuples, cela se traduit par des guerres, des invasions, de l'esclavage ou des génocides. Au niveau individuel, l'exercice non civilisé du pouvoir peut se traduire par de la violence et par du harcèlement psychologique. En ce qui concerne le harcèlement, il est important de distinguer le pouvoir et l'autorité. Le pouvoir s'exerce entre les individus ou les groupes. L'autorité est liée à la hiérarchie entre les différents postes de l'organisation. Théoriquement, l'autorité devrait s'exercer entre les postes et non entre les personnes. La différence est subtile, mais importante. Nous y reviendrons.

Quatrièmement, il est parfois difficile pour la victime de briser le silence. Selon Hirigoyen, [1]la honte peut expliquer la difficulté qu'ont les victimes à s'exprimer. Comment en effet expliquer que l'on se sent maltraité depuis des années alors que l'on n'a jamais rien dit ? Comment se justifier à ses propres yeux que l'on n'a pas su réagir et se défendre à temps ? Comment expliquer aux autres pourquoi on réagit maintenant, après toutes ces années de silence ? La honte vient de ce qu'on n'a pas su (ou pu) réagir à temps.

Il est possible pour une personne d'utiliser un mécanisme de plainte formelle pour harceler une autre personne, d'où le paradoxe de la personne abusive jouant à la victime pour mieux parvenir à ses fins.

Bien sûr, selon la politique sur la prévention et la résolution du harcèlement, l'employé qui croit avoir été victime de harcèlement est encouragé à en faire part à l'autre partie aussitôt que possible afin de tenter de résoudre le problème. Dans les faits, cela peut représenter tout un défi, car la personne peut craindre :

D'être rejetée ou ridiculisée par les autres;
D'être considéré comme un « fauteur de trouble » ou comme une personne n'ayant pas le sens de l'humour;
De perdre des occasions de développement ou de promotion;
De ne pas être considérées comme étant une personne d'équipe;
Les représailles de la part de la personne offensante;
D'être « étiquetée » comme étant une personne trop sensible ou comme étant mentalement instable;
De ne pas être crue;
Etc...

Cinquièmement, il est parfois difficile de distinguer entre une vraie et une fausse victime de harcèlement, ou entre l'agresseur et l'agressé. En effet, il est possible pour une personne d'utiliser un mécanisme de plainte formelle pour harceler une autre personne, d'où le paradoxe de la personne abusive jouant à la victime pour mieux parvenir à ses fins, tout en continuant à solliciter l'estime et le soutien de son entourage. C'est ce qu'on appelle les plaintes vexatoires ou de mauvaise foi. Le profil de la « fausse victime » est bien décrit dans les livres de Marie-France Hirigoyen[2]. Nous y reviendrons.

Voilà l'essentiel du défi : prévenir et gérer un phénomène subjectif, lié à l'exercice du pouvoir, difficile à définir, difficile à identifier, difficile à prouver, même s'il s'est effectivement produit et difficile à réfuter, même s'il ne s'est jamais rien passé. C'est dans ce contexte d'incertitude que les gestionnaires doivent gérer leur unité de travail. Il est facile de comprendre que l'introduction d'une nouvelle politique puisse susciter des inquiétudes. Pour faire face au défi, il n'y a pas de solution magique. Il faudra développer nos connaissances et notre compréhension du harcèlement, prendre le temps d'en discuter, planifier notre stratégie de prévention et d'intervention et travailler en équipe.

[1] Hirigoyen, M,F, Malaise dans le travail : harcèlement moral : démêler le vrai du faux. Paris, La Découverte, 2004. p. 142

[1] Hirigoyen, Marie-France, le harcèlement moral; la violence perverse au quotidien, Gallimard, 1998, p.210

Gilles Lévesque
Psychologues Consultants Y2

The "Active" Leader: Using Willpower to Move from Knowing to Doing

2010-01-27T11:17:00.004-05:00

With our constant stream of emails, voicemails, meetings, conference calls, pages, faxes and so on, it is a minor miracle that any of us can accomplish anything. With our Blackberrys surgically implanted into our hands, our time is sliced so thinly that we never have the focused time to develop the big-picture perspective required for an action plan, let alone the time to execute it.

"Daily routines, superficial behaviors, poorly prioritized or unfocused tasks leech managers' capacities—making unproductive busyness perhaps the most critical behavioral problem" in business today, contend Heike Bruch and Sumantra Ghoshal in their book A Bias for Action.

For so many of us—whether CEOs for major corporations, small business owners or soloentrepreneurs – there is a fundamental disconnection between knowing what should be done and actually doing it. Calling this disconnection the "knowing-doing gap," Stanford University researchers Jeffrey Pfeffer and Robert Sutton pose the question: "Why does knowledge of what needs to be done frequently fail to result in action or behavior consistent with that knowledge?"

Is there anyone in business today who hasn't wondered the same thing?

The answer, argue Bruch and Ghoshal, is both simple and profound. They sum it up with the term "willpower." The problem they say is not that managers' time is sliced, but that their intention or "volition" is sliced as well.

Getting things done requires two critical components: energy and focus. And both are at risk in the modern workplace. Building a bias for action in yourself and your organization requires developing and reinforcing the skills to become a "purposeful" or "volitional" manager. These are people who can consistently achieve their objectives by making an unconditional commitment to their goals and then leveraging the power of that intention to overcome the obstacles in their way, whether their own doubts and fears or the bureaucracies within their organizations.

"Purposeful action-taking depends on engaging the power of the will," according to Burch and Ghoshal. "Not only does willpower galvanize your mental and emotional energy, it also enables you to make your intention happen against the most powerful odds: distractions, temptations to move in a different direction, self-doubt, and negativity. Willpower is the force that strengthens your energy and sharpens your focus throughout the actiontaking process."

Burch and Ghoshal identify four key steps that form the basis of successfully taking action:

Form your intention. To work, your goal must appeal to you emotionally and be something you can define concretely enough so you can clearly visualize its success.

Commit unconditionally to your intention. This is the key step, which the authors liken to "crossing the Rubicon," Caesar's irreversible decision that led to his conquest of Rome.

Protect your intention. Once you have made your commitment, you have to protect it from forces both within yourself and your organization.

Disengage from your intention. Unlike Caesar, your Rubicons aren't life-and-death affairs. You have to define your "stopping rules," the point of success—or failure—from which you walk away and take up the next challenge.

From the commitment comes both the emotional energy and the focus that are critical to your success. In short, the process of getting things done in business is pretty much the same as in any other aspect of life: The only things that get done are those that you genuinely believe in, and believe will get done.

Jean-Yves Lord
Y2 Consulting Psychologists

Don't Miss a Step: Take Time to Celebrate!

2010-01-27T11:04:00.008-05:00

The path of a goal, whether a goal set for your personal life or in the course of business, is generally seen as having four steps:

Assess the situation
Set goals for how you want it to be
Take steps to achieve the goals, and
Achieve the goals (completion).

After Step 4, many people return to Step 1 with the question: "OK, what's next?" And then it's on to Step 2 and 3 and 4 again.

Hold on. Stop right there.

... celebrating our strengths has the benefit of building our sense of self worth and confidence

There is actually a very important fifth step that many of us leave out. Step 5 is where we celebrate our achievements! After working hard to reach our goals, taking time to celebrate gives us the opportunity to:

Capture the learning.

When we take stock of what we've learned along the way to our goals, we are consciously integrating the learning and incorporate those lessons for use in the future.

Acknowledge our internal resources.

In achieving goals, we bring forth various internal resources, such as courage and persistence, to meet the challenges. To have others acknowledge us – and to give ourselves credit, as well – is deeply satisfying. Too often, we miss seeing these qualities in ourselves and others. Acknowledging and the power to call us forth to use them even more on future challenges.

Build a sense of unity.

Your team will feel more inclined to go the extra mile if given the opportunity to celebrate their achievements.

Nothing can bond people more than striving toward a common goal and then sharing in the joy of the achievement. If you don't stop to appreciate the people who helped make it happen, connection and goodwill will break down and the discretionary effort that could have been available in the future will evaporate. Your team will feel more inclined to go the extra mile if given the opportunity to celebrate their achievements.

Send a message to the Universe.

Stopping to savor and celebrate your successes sends the message out into the Universe that you know how to appreciate this success and that you are ready for more! The Law of attraction steps in and you and your team become magnetized for more success.

Have fun!

As Dr. John Medina points out in his book Brain Rules, fun is serious business. Knowing that you get to celebrate in a fun way after your goal is achieved is a great motivator. And both you and your team benefit from an added bonus in that fun, which is a powerfully positive emotion, stimulates your brain's ability to learn and integrate new knowledge. Self confidence builds to new highs. You've done a fantastic job—of course you want to be rewarded with some fun and enjoyment. You deserve it, so do it!

There are countless ways to celebrate and savor your successes, so add Step 5 and CELEBRATE. Whatever brings you a sense of joyous completion is the ticket. Be as creative and energized about it as you can!

Jean-Yves Lord
Y2 Consulting Psychologists

Tele-work and the Fridge Factor? It Doesn't Have to be That Way

2010-01-14T15:01:00.004-05:00

Tele-work is becoming more in demand both in the private and public sector.

We know that one of the greatest challenges for employers is the hiring and retention of talented employees and managers.

What can organizations do to attract the right people for the right jobs, and keep them?

There are a number of solutions, some workable and some not so workable. However, because tele-work is so attractive, it is heading to the top of the current list of recruitment tools.

As we know, tele-work can take many forms but it mostly allows selected employees to work from home, or a location closer to home, one or more days a week.

Still, tele-work is not for every employee or for every work situation or for all the time.

Advantages:

So what are some of the advantages of tele-workable jobs?
It reduces stress, absenteeism and sick leave
It saves money both for employers and employees
It creates a more productive working environment
It increases employee satisfaction and empowerment
Fewer distractions mean better job performance
It contributes to better work-life balance
It helps to recruit new employees and to retain talented and older (or retired) employees
It improves the quality of life in communities

Some would even argue that it slows global warming and takes the pressure off transportation infrastructure. And the list goes on.

Disadvantages:

So what are the drawbacks?
isolation – reduced professional and social contact
teamwork more difficult
lack of separation between home and work
distractions from family
potential for excessive working hours
less awareness of changes in your organization
management mistrust – is the work getting done?
information security – loss, corruption, compromise
fear of being under-managed or "out of sight, out of mind"
co-worker jealousy – why them and not me?
IT infrastructure changes may be required

Fridge Factor Syndrome:

And for some the major challenge is the "fridge factor syndrome". It has been shown that tele-workers are more likely to experience the "fridge factor" than regular office workers, that is, continuous trips to the fridge while working at home.

The potential to over-work, over-eat and under-exercise all exist among tele-workers but, with a good measure of discipline, we believe the advantages far outweigh the disadvantages.

Are you unsure whether or not tele-working is right for you?

Our psychologists and counsellors can help you make that decision.

L.Long, HRM Consultant
Y2 Consulting Psychologists

Ten tips on how to succeed on your next interview with the GOC

2010-01-08T15:23:00.003-05:00

The coaches of Y2 Consulting Psychologists have conducted hundreds of interview simulations to help GOC employees and managers move up the corporate ladder. Using the services of specialised coaches who can lead you through a selection board simulation and provide you with developmental feedback is often regarded as the most efficient strategy in helping individuals get a promotion. Below are some tips from Y2CP's coaches on how to better perform on your next interview with the GOC:

Carefully read the work description and the statement of merit criteria (SOMC) for the position you are considering, paying particular attention to the essential and asset qualifications (e.g. experience, knowledge, abilities and personal suitability) required.
Inquire about how the board interviews will proceed (e.g. will you be getting the interview questions in advance to prepare? If so, how much prep time will you have? How long will the interview be? How many board members will be present?).

[...] Read more on y2cp.com

Dr. Yaniv Benzimra, Consulting Psychologist
L.Long, HRM Consultant
Y2 Consulting Psychologists

Merci ! / Thank you!

2010-01-08T14:13:00.003-05:00

Y2CP aimerait remercier ses clients !

L'équipe de Y2CP aimerait remercier tous ses clients pour leur confiance et engagement envers nos services en psychologie clinique et organisationnelle au cours des dernières années.

C'est avec plaisir que notre groupe accueillera des nouveaux clients, ainsi que nos clients actuels, au cours de l'année qui suit. Notre mission continue d'être : « Offrir à nos clients des services professionnels de qualité afin de favoriser leur épanouissement personnel, professionnel et organisationnel. »

Meilleurs vœux pour l'année 2010 de la part des Psychologues consultants Y2 – Santé et bien-être !

Y2CP's team wants to thank its clients!

The Y2CP team wishes to thank its clients for the trust they have placed in its services – both HRM and psychological – over the past several years.

It will be our pleasure in the coming year to welcome new clients and to continue serving returning ones. Our Mission continues to be: "to support the personal, professional and organizational development of our clients through quality professional services."

Best wishes for a healthy and happy New Year from Y2 Consulting Psychologists!

Managing talent in turbulent waters

2009-12-04T15:05:00.001-05:00

You've heard it many times: public service leaders are accountable for leading and managing people to achieve results aligned with strategic directions.

This is a tall order at any time in a dynamic political environment marked by evolving priorities, shifting resources, changing employee expectations, and ongoing public scrutiny. However, people remain at the heart of it all – people who take on the challenges of leadership, and the people they lead.

Many pieces of the puzzle need to be in place for leaders to achieve results in the short and longer term. Talent management is one key piece. Leaders need to strategically manage the flow of talent through their organizations so that the right people are in the right place at the right time.

Critical to managing the talent flow is recruiting the right people and developing them. In the hurly burly of daily activity, however, leaders often focus less on developing people after they are on board.

For some, that talent flow is now becoming a sea of white water as the reality of baby boom departures sinks in and new generations are being recruited to fill their shoes. The timely development of the right people to fill those shoes is a major challenge for many managers.

[...] Read more on y2cp.com

The ABCs of Coaching

2009-11-27T14:25:00.005-05:00

Do I really need a coach?

You could go at it on your own. Many have. After all, there's lots of self-help literature and coaching techniques. However, it's been shown that some of these help, and some don't.

There are the times, however, when most of us could use a little, or a lot, of extra help – the kind that only trained professionals can provide -- like those with a background in coaching psychology.

Coaching is based on the needs of individuals and reputable coaching uses constructive methods to support those individuals in meeting those needs and to identify others that may be required to achieve goals.

What is Coaching?

Coaching is meant to help individuals or groups strive for and reach particular goals, or develop certain competencies. It can take any number of forms (lifestyle, executive, etc).

Over the years, coaching has evolved by incorporating elements from other disciplines -- psychology (e.g. clinical, counselling and industrial) chief among them.

While coaching isn't new, it is being used increasingly, both in the private and the public sectors. And who better than trained psychologists and HR specialists to provide the expert coaching you or your organization may require?

[...] Read more on y2cp.com

Rather not know what's really going on in your workplace? I don't blame you!

2009-09-18T15:13:00.005-04:00

Do you know if things are working well (or not) in your workplace? Are employees happy and engaged in their work environment or is there conflict and dissatisfaction? Are you aware of issues or concerns causing problems in your team/organization? Are you interested in doing something to determine the health of your organization and to resolve any problems that might exist?

The answers to all these questions may be simpler than you think and a workplace assessment may be the next logical next step for you to undertake with the help of professionals in the field. Many managers – both in the public and private sectors – are hesitant to commit to workplace assessments because they may learn things about their organizations that they don't know or may not want to know (e.g. sleeping dogs). Then, again, they might find out that any problems they uncover were inherited from their predecessor(s).

But once you have the results, chances are you'll have to do something about them.

However, it has been shown that assessments undertaken by trained professionals are likely to lead to a strengthened organizational climate and improved employee engagement and performance.

Weak organizational structures, stressful work climates, ineffective leadership and communication processes, inadequate employment policies, meagre supervision, and managerial apathy all impact negatively on the climate in the workplace. And they appear to be increasingly more common.

In many organizations the picture is bleak, high turnover is typical in many units within government departments and agencies and employee dissatisfaction appears to be on the rise. Some of the other signs that all is not well in the workplace include:

High rates of sick leave
High rates of stress/burnout
High grievance/formal complaint rates
Low employee engagement

There are different types of organizational assessments, also know as workplace assessments. Some are simple in form and may seek employee feedback on workplace satisfaction or stressors using an online survey sent to a small team/unit or to the entire organization. Others are more comprehensive and may seek employee feedback on several organizational elements (e.g. work climate, culture, workload, well-being, organizational stress/burnout, turnover, professional development and training, and team dynamics).

There are different types of consultants undertaking such assessments from various backgrounds and with varying degrees of expertise (e.g. HRM consultants, generalists in survey design). Given how most individuals spend much of their day at work and identify with their jobs, for many the organizational assessment can be sensitive and emotional, especially if the work climate is tense or not functioning optimally. The assessment needs to be professionally planned and survey/interview questions expertly selected. There must be a commitment from the organization to act on the results and to protect employees who may need further support (e.g. an employee who has been harassed in the workplace may need someone to talk to a trained professional after such an assessment).

Consulting psychologists have a developed set of skills that make them ideal for such assessments (i.e. collecting information that is emotionally charged, gaining trust and reassuring employees that all will remain confidential and anonymous, and assessing the general well-being of employees and the organisation). Psychologists also provide well-balanced recommendations which are not just focused on what the organization needs to do but on what each member needs to do – placing the onus on all to succeed. Many have referred to such workplace assessments as organizational health diagnostics since they place a heavier emphasis on assessing the well-being of the employees and organizations and are conducted by consulting psychologists who are experts in the field of well-being and measurement.

High performance organizations are likely to have cultures/workplaces that are dynamic or adaptive, yet highly consistent and predictable, and that foster high involvement and a sense of mission. Are you prepared to turn your organization into one of the high performers, if it's not already?

Still interested? Attached are three cases which were conducted by experts in the field.

Case study 1. Workplace Assessment: A Proactive Initiative of a Federal Agency
Case study 2. Organizational Health Assessment of a Federal Department
Case study 3. Assessment of a Dysfunctional Government Unit/Team

Dr. Yaniv Benzimra, Consulting Psychologist
Dr. Yannick Mailloux, Consulting Psychologist
L.Long, HRM Consultant
Y2 Consulting Psychologists

Are you in the process of hiring someone? Don't waste your time with traditional reference checking.

2009-09-18T15:12:00.005-04:00

Many managers believe that checking references is a waste of time. After all, you ask candidates for lists of references, and are they likely to give you the names of referees who will give less-than-positive references? No, although it does happen.

Still, reference checks can make the difference between hiring one or the other of two equally qualified candidates (based on already-administered assessment tools and/or following other stages in a competitive process). In addition, references can often confirm the strengths and the weakness of candidates.

Other managers believe that reference checking is a necessary evil but overly time-consuming process, if they conduct the checks themselves, or expensive, if they hire a company or a consultant to do them.

We know that past performance is one of the strongest predictors of future performance, and that reference checking can reduce costs and increase productivity, by helping to ensure successful hires and ‘best fit' for positions.

Managers can minimize the risk of hiring an employee who won't be able to succeed in the new job if they take the time to try to find out about previous job performance, and they will also gain greater insights into the candidate's skills, knowledge and abilities from someone who has actually observed the candidate perform (e.g. former managers/supervisors).

Overall, checking references before making an offer is made by an employer can actually save time, money, effort, and a lot of embarrassment. And it has been shown that doing them right – using behaviourally-based or competency-based reference checks – are the only ones that add validity to the reference checking process.

In an attempt to help resolve the reference checking debate, Y2, a consulting firm located in the NCR, has developed and launched its Government Online Reference Check System. Since it was established in 2001, Y2CP has conducted thousands of behaviourally-based reference checks – primarily using traditional methods -- by phone/letter and in-person.

Y2's competency-based online RC system is intended to better serve its customers' needs. The copyrighted system was also created to reduce the length and the cost of the staffing process, meet modern staffing practices of the government of Canada, and assess key leadership competencies.

Developed by industrial psychologists and HR specialists, Y2's innovative online system is cost effective, efficient, valid and reliable, easy to use, flexible and comprehensive, in addition to being bilingual.

It costs a fraction of the price of a phone or in-person reference check and easily replaces time-consuming phone or face-to-face reference checks. The system is uncomplicated both for the client, in selecting the reference check questions, and for the referees, in completing the reference check on line. Clients can easily add their own competencies, behaviours and questions, to Y2's bank of more than 100 competencies - including key leadership competencies and behaviours. And Y2's online 360 reference check system allows referees to complete reference checks, as their time permits.

So why waste your time with traditional reference checking? Carrying out reference checks – online – is the way of the future in today's world of rapidly changing technology, competencies and work expectations.

Dr. Benzimra, Consulting Psychologist
L.Long, HRM Consultant
Y2 Consulting Psychologists