“The labour market is at a point where, more than ever, the mental health of employees is at the forefront, and employers are open to addressing solutions to make labour more flexible, following the model of other European countries.” – Ana Vişian, BestJobs Marketing ManagerOver the past two years, working from home has become a necessity, effectively an experiment that has shown everyone that this way of working on a large scale is possible. According to the “Future of Work and Skills” survey conducted by PwC in September 2021, productivity in remote / hybrid work increased, with almost 60% of respondents showing that their organization performed better than its goals compared to previous periods.At the same time, however, the phenomenon of “<a href="https://pluria.co/blog/burnout-new-solutions-to-an-old-problem/">burnout</a>“ has grown, both due to the increase in workload and the difficulty of disconnection, on the background of a general stress caused by anxiety regarding the disease and the reduced human interactions, among others.As a consequence, a record number of resignations have been recorded, generated mainly by the desire to make a change or to increase the quality of life, re-evaluating personal priorities.<h3>Hybrid Work Between Necessity and Opportunity</h3>As a result, many companies that can operate remotely will continue working in a hybrid system. Out of these , according to the PwC survey, approximately 58.9% will adopt the hybrid system under certain rules (either a number of days with mandatory attendance or planning these days through a dedicated application), while 25% will leave the employee to decide when to work from the office.A global trend regarding flexibility at work&nbsp; has been penetrating several countries, with companies switching to a 4-day working week, and in Romania a bill on this approach is being submitted to parliament.According to a recent poll (March 2-24) by BestJobs Recruitment Platform:<ul><li>78% of employees are looking&nbsp; forward towards switching to a 4-day work week&nbsp;</li><li>71% of employees believe that the 4-day work week would suit their current job and activity;</li><li>70% of employees believe that a short working week would improve their work-life balance;&nbsp;</li><li>68% of employees believe that the 4-day work week would provide more free time to prioritize mental and physical health;</li><li>45% of employees feel that in the event that they have adopted such a way of working in the company for which they work, there would be more pressure on them to complete the tasks faster;</li><li>41% of employees believe that the main disadvantage would be the higher workload in the 4 days;</li><li>29% of employees consider that the reduced working week would lead to an increase in the level of productivity when they are at work;</li><li>25% of employees believe that a 4-day work week would reduce the risk of burnout.</li></ul><h3> Regarding employers:</h3><ul><li>60% think that this moment would be a good one for the transition to the 4-day working week;</li><li>50% would see it possible to operate their company with a program of 4 days a week in the form of a legislative proposal (10 hours / day);</li><li>25% believe that it would reduce the company’s operating costs;</li><li>25% believe that there would be a risk of decreasing the workload.</li></ul>Regarding the effects on employees, 1 of 4 employers considers that an extra day off would bring them more happiness, but 12% fear that this program could quickly lead to exhaustion due to the increased workload during a working day…In this context, many companies have already started to implement plans for a gradual return of their employees to the office. In addition, in the real estate field there has been a growing interest regarding sustainability – as an analysis recently published by a company specializing in real estate services shows.&nbsp;<h3>Therefore, sustainability translates into:</h3><ul><li>energy efficient buildings, with geothermal systems included, to cool / heat the entire building, or offices with as much natural light as possible;</li><li>business parks that offer green areas in the inner courtyard or on the generous terraces (on the roof or outside);</li><li>real estate projects focused on urban regeneration, with green areas, attractive pedestrian spaces, outdoor running tracks, facilities for cyclists, swimming pools, areas with fountains, etc.</li></ul>Finally, remote work is here to stay. And with this great shift regarding work, we’ve seen the need of <a href="https://pluria.co/blog/coaching-culture-for-managers/">managers </a>and leaders to switch towards virtual mentorship. Commitment, trust, relationship quality, and mentor competence are the real ingredients of developmental growth, all of these can be successfully applied in virtual mentorship.Bibliography (sources):&nbsp;<ul><li>https://www.agerpres.ro/economic-intern/2022/04/26/companiile-cauta-cladiri-cu-zone-verzi-pentru-incurajarea-revenirii-angajatilor-la-birou-analiza–907906</li><li>https://www.agerpres.ro/economic-intern/2022/04/13/aproape-8-angajati-din-10-ar-vrea-sa-lucreze-doar-4-zile-pe-saptamana-studiu–901978</li></ul>

Hybrid Work Between Necessity and Opportunity

To stay in touch with the world and involve actively in the life of the communities and organisations we are part of, informational exchange and how information flows in our own bubbles are vital.&nbsp;The way information is manipulated impacts how we perceive it and react towards it. Nowadays, in the tense times we live in, the media uses new technologies to broadcast irresistible stimuli to the human psyche.&nbsp;“We know from a lot of research that high levels of media exposure, especially when it’s repetitive, tend to be associated with psychological distress…” – DanaRose Garfin, PhD, assistant professor at the University of California.Therefore, the question that crosses my mind, given the circumstances is: how do we find a balance between keeping ourselves educated and involved on one hand and taking care of ourselves emotionally and mentally on the other?However, because there are no universally right and valid answers, I have chosen some ideas and recommendations that can inspire and guide us towards finding the most befitting solutions for emotional balance for each of us, individually:<ul><li>Provide the body with the water and healthy food it needs, in order to successfully withstand any effort, including cognitive;</li><li>Choose quality rest, and make sure that your night sleep is calm;</li><li>Give yourself special time dedicated exclusively to reducing stress and invest in personal care activities or hobbies, so that your body, mind and spirit reach harmony and experience long-term joy, communion, comfort, relaxation, etc;&nbsp;</li><li>Remember that accessing more information does not mean that it is more meaningful to you; realising that uncertain or rapidly developing situations can lead to anxiety or major discomfort (due to lack of control over them), make wise choices about the amount of “news” you can process really and focus only on the “things” you can manage or influence directly;</li><li>Access only reliable sources of information (recommended by specialists and validated over time as such), which avoids misinformation, manipulation, panic or sensationalism;</li><li>Opt for specialised publications or newsletters provided by specialised institutions that offer periodically (daily, weekly, bimonthly, monthly) summaries of key updates in the areas of your interests (personal or professional);</li><li>Organise your information flow strategically to streamline your reading experience either by giving up sources that cause agitation or any other prolonged discomfort, or by adding new types of content that can induce constructive attention or genuine relaxation;</li><li>Offer yourself a few minutes of comforting social connection, receiving information from someone dear to you whom you trust and with whom you enjoy analysing, commenting, or interpreting topics that interest you</li><li>Set up some basic boundaries (small, simple, realistic rules) to fix the optimal parameters for exposure to information flows: only certain (default) time intervals of the day (morning, evening), preferred locations without “News” etc;</li><li>Choose responsibly only a well-defined timeframe (maximum 30 – 60 minutes) for social networks and / or news applications. Fortunately, technology can help you make these decisions with ease!</li><li>Disable push notifications (unfortunately, this is an obvious strategy, but often underused …), even choosing to put a certain physical distance between you and the gadgets you own, so that you can resist the temptation of overusing them;</li><li>Have the “courage” to unconditionally give yourself full permission to temporarily disconnect from the stressful information flows, without feeling uncomfortable choosing this well-deserved “holiday” in which you simply “recharge your batteries in a healthy way”, resetting priorities physically, mentally and mentally</li><li>Act with “baby steps” – so that you can fully enjoy each stage of an successful action, in order to more present in the newly formed relationship with yourself and with those who really matter to you &nbsp;</li><li>Let yourself return to the real world by being aware of both, the constant challenges that assail your existence and the genuine personal power that you can involve in dealing with them with dignity, in full respect for yourself and the others.</li></ul>

How to Keep Our Emotional Balance When the Information Flow Overwhelms Us

Attention is the psychic phenomenon of selective orientation and of psycho-nervous concentration in order to optimally carry out any activity.In psychic processes, attention does not have a specific informational content and no product of its own, which is why it is included among the functions of the will, between the operations of intelligence or even among the general functions of consciousness.Subjectively, attention is felt as a state of tension that can be recognized by certain behavioural signs: staring at the person or object, immobility or silence, decreased frequency of breathing, etc.Attention deficit disorder or even lack of attention has important consequences related to the activity, from omissions to accidents, confusion or errors.<h3>Attention meets three dimensions:</h3>• Procedural (because behind it are complex neurophysiological mechanisms: Awake, Orientation Reaction, Vigilance);• Functional (selective activation, concentration, orientation);• Activity (through major implications in perceptual-cognitive activities).The most important feature of attention is, in the opinion of all those who have studied the phenomenon, selectivity.On average, we are constantly exposed to a multitude of stimuli that act on our sensory receptors. Depending on the activity in which we are involved or want to get involved, it is necessary to focus on the stimulus that matters most at that moment, ignoring others.Selection involves the processing of information, and in relation to the time of its analysis, there is an early selection and a late selection.Based on this function, the adaptation, regulation and energetic support of the activity takes place, the final goal being the efficient adaptation. This is done by correctly signalling the events and situations that are in the area of ​​consciousness. Thanks to this function of attention, the body is warned in case of unexpected dangers.Adjustment and adaptation are important both physiologically, cognitively and emotionally (when situations require defocusing for adaptation).Stimuli can trigger three specific reactions to characterize attention:• Orientation reaction (everything that has a significant connection with a task that the person has to perform, attracts attention);• The reaction of focusing (concentration – consists in focusing attention only on those stimuli considered essential for the current activity and in blocking the irrelevant ones);• Selection reaction (involves a decision related to the specifics of the activity and the fulfilment of individual needs generated by it).In practical terms, attention fulfils the following functions:• Orientation, concentration and selection function;• Regulatory adjustment function.Given the effort and awareness, we can talk about:1. Involuntary attention, when the attention is captured without us having proposed this fact beforehand. A person spontaneously pays attention only to things that touch him/her, interest him/her, that produce a pleasant, unpleasant or mixed state. The nature of spontaneous attention to a person reveals its character or at least its fundamental tendencies.2. Voluntary attention, when making an effort to achieve a certain goal or to complete a certain task. Voluntary attention was born under the pressure of necessity and with the progress of intelligence, becoming an instrument of improvement and a product of civilization.3. Post-voluntary attention, which is based on the (superior) habit of being attentive, because – fortunately – attention can also be educated.Depending on the main direction of attention, there are:1. Internal attention, which involves orientation towards: thoughts, images, feelings and which appears in the communication with oneself;2. External attention, which is oriented towards the outside world and which intervenes in all types of human activity: creation, learning, play, work;3. Expectant or waiting attention, which is manifested when we are waiting for the initiation or completion of actions.It is important to be aware that the whole body participates in the realization of attention, the phenomena and objects at its centre being reflected with great accuracy and precision.Vasomotor phenomena were also analysed during the development of high-intensity concentrated attention and a high level of cerebral activity was found, with cardiac, motor and respiratory changes.In addition, the focused attention implies the speed of noticing an expected event; it is strongly influenced by motivation and emotional states, being accompanied by explicit manifestations of facial expressions and posture.The focus of attention has become an organic adaptation device absolutely indispensable for survival.“Attention is the most precious and pure form of generosity”, said Simone Weil, in a syncretic wording that has become famous.Our way of being present here and now is the one that gives the quality of the meaning of what we perceive, because our reporting is not to the world in general, but to the quality of “being” in the highest possible sense.Bibliography:<ul><li>Paginadepsihologie.ro, Academia.Edu, Ac-Psihologie.ro</li></ul>&nbsp;

Attention As a Connecting Tool

When you have a sense of purpose at work, you feel dedicated, innovator and passionate. Your focus on the outside is to serve the organization, while your professional goal is in balance with your personal goal.A purposeful life is full of intention, directionality, and meaning. The sense of purpose determines our actions and influences the way we feel, especially at work.In general terms, work is defined as the effort made over a period of time without the involvement of an immediate reward, but in close connection with inner discipline and extrinsic motivation.Purpose is defined as a sense of intentionality and direction in life. It is driven by a fundamental cognitive need, as it gives people both a sense of integrity and an extended perspective at work and beyond.Roy Baumeister considers that there are three essential meanings of work: career, occupation and vocation.&nbsp;“A career through work is motivated by the desire to be successful and to receive recognition. The work that we consider an occupation refers to the accomplishment of tasks for obtaining a salary, without the person getting too involved or having other personal satisfactions from his work.&nbsp;When work is considered a vocation, it is performed because of a sense of personal duty or because it is considered to be the purpose of the individual. The vocation can arise either from the perception of a responsibility towards the general well-being of the society, or it can be based on the distinction of a (moral) obligation regarding the attainment of the individual potential or of one’s own fulfilment.”<h3>Key remarks:</h3>• Employees are much more involved when they consider their work to be meaningful and dedicated to fulfilling the company’s core purpose.• As work and life become more interdependent than ever before, people are increasingly looking for a purpose through and in the workplace, which can be strengthened through both personal action and organizational support.• <a href="https://pluria.co/blog/interview-elena-dionisie-managing-partner-wedohr">Leadership initiatives are most effective in creating work commitment</a> when supervisors can increase employees’ feelings of importance in their workplace.<h3>Some ideas for building a sense of purpose at work:</h3>• Regularly discuss <a href="https://pluria.co/blog/performance-management-and-measurements">the organization’s performance goals and objectives</a>; these conversations allow managers to proactively mitigate problems and quickly identify growth opportunities to give team members a sense of purpose they want in the workplace• Permanently measure the personal growth and development of employees; overall understanding of what people want in life can help organizations better support their personal and professional goals.• Encourage employee development; supporting employees to connect with others within the company and to explore internal resources or <a href="https://pluria.co/blog/challenges-in-online-training-sessions-for-remote-employees">training courses can help team members learn new skills</a> and grow rapidly while working.• Support internal career development; when employees feel that their career development is a priority, they can look for their next career opportunity internally and not externally.• Provide benefits and support for employee care; employee support programs give them the opportunity to prioritize their individual well-being and are great for providing access to qualified specialists or a variety of services to help them manage their lives more easily.Although teamwork can sometimes be inefficient, collaboration is an important tool that cannot be missing from the “first aid kit” of any professional (mentor). Being able to get involved and work with others, discovering their knowledge to help them solve high-level or technical problems, can help employees and organizations to address interdisciplinary issues.In addition, these interactions can help open up employees to topics or perspectives that they may not have considered before. This means that if they lack a sense of purpose for a task or function, their interaction with someone who has a different perspective can help them change their thinking process and find a purpose in the task for themselves.Employees who have the opportunity to guide their colleagues may gain a different perspective when they are able to pass on their knowledge to others by teaching them something. These types of opportunities allow mentors in organizations to provide guidance to those with less knowledge or experience (who may have difficulty in a given situation).&nbsp;

How We Outline the Meaning of Our Work

To be successful or to achieve performance, people need to KNOW to (be prepared for certain tasks), to BE ABLE to (have cognitive, analytical, interpersonal, learning, innovation, skill, etc.) and to WANT to (be motivated and self-confident enough to approach tasks with enthusiasm in commitment). In order to reach a growing potential, people have various ways to develop.Mentors are the ones who naturally convey to us what passion, vocation, volunteering, and sometimes even the apostolate mean. Once they enter in our lives, they imprint us forever, because they teach us collaboration, unconditional love, generosity, gratitude (and not fierce competition, envy or manipulation).That is why the mentor generates less skills and rather attitudes. Mentoring is perhaps the most subtle and difficult to quantify form of education, but also the most profound, with long-term effects.Through training, specific knowledges are transferred and skills are trained (to KNOW and to BE ABLE), but there are no guarantees that the trainee will want to put into practice or that he will have the opportunity or the context in which to apply exactly what was learned in the courses. Therefore, it is necessary to train as carefully as possible adapted to the real needs of the participants.Training is not always enough (in the gym, at work, in the form of technical training or interpersonal skills and management, internal or external).When a person is mature and genuinely motivated to develop professionally and personally, when he faces the current job and prepares for a new role, when he leads people, when he becomes eager to work on a deeper level of his individual and professional identity, then it is appropriate to resort to coaching.Coaching is based on accompanying, mirroring and reflection, does not ensure a transfer of knowledge or skills, but uses the personal and professional baggage of the coaching client, giving him the challenge to seek and identify other perspectives or solutions, to clarify systems of beliefs and values, to create or change work and life paradigms.The coach listens, asks, <a href="https://pluria.co/blog/how-to-offer-and-receive-constructive-feedback">provides feedback, reflects, provokes constructively, accessing the client’s thinking</a> and emotions in a confidential and secure context. The coach works for the future, with the goal of development. That is why the confusion between coaching and therapy is to be avoided, although sometimes the methods can be similar.Therapy seeks to support the healing of the past, the understanding of acquired mental and behavioral patterns, and the removal of current blockages. Coaching works with these mental and behavioral patterns to facilitate the client’s awareness of their effect and to help them to form open and productive growth patterns.Coaching for the development of managers is an essential development process, because it aims – among other objectives – to train versatility in terms of appeal to a spectrum of seemingly opposite behaviors (focus on efficiency, details, operational excellence vs. focus on the future, growth strategic and innovation).High performance is no longer so much about the knowledge gained and cognitive skills – which tend to be similar – but about refining interpersonal skills, nuanced interaction with different people, influencing, vertically and horizontally, those around you to help him do what needs to be done.Understanding dysfunctional interpersonal patterns (the dark side of the personality that generates behavioral slippage) is critical to the success of coaching (”coaching on the dark side”).For a manager who offers coaching to his employees, it is important to establish very clearly the conditions of the relationship, the indicators of success, and the concrete objectives (how do we know that we have reached where we wanted to go).In his role as a team coach, the manager can use his talent to listen respectfully, to rebuild, to reformulate, putting in a different light the statements, motives, situations, to create other experiences, to bring to attention other possibilities.&nbsp;Thus, the team member can see things from a different perspective, gaining more control over a situation, transforming himself, or even reinventing himself.In the case of a manager, the coaching process is not necessarily as structured as in the case of a professional coach. It is essential for the manager to understand that it is good to plan and especially to spend quality time with each member of the team.<h3>The responsibility is not only of the manager, but also of each of the team members.</h3>From technical coaching focused on processes and work directions, to mediation of conflicts and situations within teams, “training” has several valences. Where there is a coaching culture, performance coaching is supported by constant feedback, and the organization is the main beneficiary.When you are a coach, you are not a manager – it is the first rule of this “game”. Because when we are managers, we evaluate our people for the good things they do and, obviously, for the bad things as well. In coaching there is no judgment, neither of situation, nor of value. It is a “game” of sincerity and vulnerability on both sides, in order to increase performance and improve the quality of life at work.Lack of judgment, positioning on the same level as the beneficiary of the development process (coachee), patience and attention are some of the aspects that will work wonders in the manager’s coaching relationship with the people in his team.<h3>Coaching could be one of the main tools for managers.</h3>In our times, management means to understand very well the resources you have at your disposal and to identify the most efficient and effective way to get the most out of what you have.&nbsp;Optimization, at the human level, as we move forward in time, no longer refers strictly to technology, but means to identify the potential that you can then develop through action.It is important that someone who wants to offer coaching to someone else knows at least the basic principles of coaching and the art of asking questions correctly. If a manager wants to offer coaching to the people in his team, it would be ideal for him to go through an authorized training first.Working with people, more precisely with their mind and soul, if it is not carried out according to an adequate methodology, with feedback and with maximum consideration for the person in front, is a great imposture.Presence has a power that allows the manager to access something beyond the ordinary, and the coaching conversation moves to a fundamentally different place. This is where the biggest change is happening. Tensions are released and new ways become possible. Presence coaching allows the manager to have the greatest impact on his clients and to become a real positive force dedicated to change.Bibliography:<ul><li>Article “Characteristics of leaders based on principles” – Author Liliana-Cristina Sandu</li><li>“CAREER” Magazine</li><li>Staff motivation: challenges and solutions – A practical guide for public service managers</li><li>Anne Sugar, Author – ”How to give positive feedback when it doesn’t feel natural”</li><li>Manual for the course Human Resources Inspector, Author Ane-Mary Ormenișan (Project: “Training of employees involved in management activities and human resources through integrated programs – INSTRUCT -SV”, ID: 118136, contract no. POCU / 227/3/8 / 118136)</li></ul>

The Coach Role of the Manager

Feedback is a specific form of message with special functions. It is the element that ends the communication process, being transmitted “in reverse”.&nbsp;Its type differs from that issued by the sender – for example, the confirmation sent by a subordinate may be very different from the order issued by his manager (written or verbal).<a href="https://pluria.co/blog/how-to-give-feedback-when-working-remotely">Through feedback, the sender checks if the receiver understood</a> correctly or filtered the message.Depending on how it is produced, feedback is:• direct (immediately);• indirect (delayed).In another classification, feedback can be of two kinds:• positive, strengthening or amplifying the initial signal and reaching a new balance;• negative, used for self-correction and to maintain the existing balance.In the case of psychodynamic systems, the definition becomes more nuanced: feedback is a description of another person’s behaviour and the <a href="https://pluria.co/blog/do-we-really-need-emotional-intelligence">cognitive or emotional reaction to it</a>.Feedback can and should be a way to help a person to become more effective.Its power comes from the fact that it generates the recovery or maintenance of a good state or even the change of a behaviour.&nbsp;Entering the feedback loop can only be done as a result of a request or after accepting an offer and checking the availability of the necessary resources (time, attention, emotional and cognitive state, etc.).Constructive feedback aims to provide useful, honest and timely comments and suggestions that have a positive effect, leading to better processes, results or behaviours. It is useful and beneficial when the information provided:• brings encouragement and support;• suggests corrective measures;• proposes directions for action.Constructive feedback refers to the observed action, its (identified) consequences and the reactions of the observer.It has value when it is offered on time, in order to improve the existing situation. It is specific to the problem, oriented towards solutions and actions. It is also objective, supportive, motivating.Good constructive feedback is clear, respectful, refers to behaviour and not to the person. It is useful, adapted to the receiver’s ability to understand and indicates possible changes.Ideally, it is built for moderation, containing a positive component, to encourage a part of the targeted behaviour and a negative one, to adapt in order to obtain a different result.<h3>How to provide constructive feedback:</h3>1. Offer it following a request or after accepting an offer, as soon as possible after checking the receiver’s availability.2. State the purpose, context and issue to which the feedback relates.3. Give the specific details (concrete, as numerical as possible).4. Describe the objective and / or subjective impact of the facts, at the cognitive and / or emotional level.5. Check the understanding of the message and the willingness to initiate the necessary actions.6. State it:<ul><li>in a descriptive and non-evaluative manner;</li><li>in your own name (“I …”);</li><li>directly and honestly;</li><li>without mixed or contradictory messages (clearly specify what is positive and what needs to be changed).</li></ul><h3>How to receive constructive feedback:</h3>1. Listen actively. If necessary, request clarifications.2. Signal the reception and understanding of the content, even if it does not correspond to your own opinion. No explanations or justifications are given; no one’s own point of view or mode of action is defended.3. Indicate how the information received can be used or a new meeting can be proposed to determine how it will be used.4. At the end, be grateful for it. No further arguments or comments are necessary, no feedback-to-feedback.Bibliography:<ul><li>Anne Sugar, Author – ”How to give positive feedback when it doesn’t feel natural”</li><li>Manual for the course Human Resources Inspector, Author Ane-Mary Ormenișan (Project: “Training of employees involved in management activities and human resources through integrated programs – INSTRUCT -SV”, ID: 118136, contract no. POCU / 227/3/8 / 118136)</li></ul>

How to Offer and Receive Constructive Feedback

Performance management aims to study and analyse performance, reflecting the approach of an entity to its achievement.An effective performance management process sets the foundation for aligning the individual’s efforts with the organization’s goals.Performance measurement is a process subordinated to performance management, which focuses on identifying, monitoring and communicating results throughout the use of performance indicators.This implies results evaluation, while performance management comprises the decision-making process based on the results of the measurement, in order to obtain the desired performance.Performance indicators are basic tools in evaluation, communicating important aspects in relation to the definition and achievement of objectives.<h3>The benefits of measurement</h3>Performance measurement is a consistent process used for sustained learning, with feedback helping to analyse achievements and make adjustments during activities. It is also used to ensure both the continuous excellence of activities and services and improvement in order to achieve the mission, vision and objectives of the organization.<h3>Why do we need measurement?</h3>Performance indicators are basic tools of the measurement process, being used to:<ul><li>Control: so that we can reduce variations.</li><li>Self-assessment: used for assessing how well a process is going, taking into account the corrections already implemented.</li><li>Consistent improvement: identifying the sources of defects, retouching opportunities, process trends, aiming at both error prevention and process efficiency.</li><li>Management evaluation: the basic concept of performance measurement involves planning and achieving the set organizational objectives, detecting deviations from the desired performance levels.</li></ul><h3>Levels in performance management</h3>In an organizational context, performance management was studied on three levels: strategic, operational and individual.On a strategic level, it aims to achieve global organizational objectives, as the key processes related to performance management systems are the formulation of the strategy and its execution.The evolution at operational level is related to the progress of accounting and management. The easiest way to accomplish this process is by using financial indicators, provided by the financial-accounting function of each organization.The traditional level at which we use performance management is the individual level, which analyses employee performance in an organizational context.From an HR perspective, performance management is an ongoing process of communication between a supervisor and an employee that occurs throughout the year, in support of accomplishing the strategic objectives of the organization.&nbsp;The communication process includes clarifying expectations, setting objectives, identifying goals, providing feedback, and reviewing results.In order to ensure good development, implementation and operation, it is essential that the performance measurement system complies with a minimum set of principles:<ol><li>Organizational correlation: this system is created to support the mission of the organization and its objectives.</li><li>Assumed responsibility: appointing a formal leader to measure performance, able to coordinate the development and implementation of such a system within the organization.</li><li>Active management support: the development, implementation and integration of a performance measurement system requires skills / expertise, effort, quality time, and especially the active support of senior management.</li><li>Understanding the purpose: performance measurement is designed to highlight achievements and reveal strategic or operational constraints that impede progress towards the organization’s mission.</li><li>Budget correlation: setting performance indicators according to the organization’s budget cycle planning, with performance measurement continuously providing meaningful information at any time during the financial year.</li><li>Set of performance indicators: developing a balanced set of performance indicators, able to provide realistic perspectives on financial performance, business results, customers and employees.</li><li>Role definition: establishing a clear register of roles and responsibilities for planning, implementing and maintaining the continuous operation of the performance measurement system.</li><li>Sequential process: implementing the performance measurement system in stages, so that each stage is approved and completed before moving on to the next.</li><li>Cooperation: a cooperation-based approach in the development and implementation of the performance measurement system within the organization is welcome, so that there is a common set of objectives, performance indicators and an agreed plan of the agreed project.</li><li>A “Just do it!” mentality: adopting a direct, implementation-oriented mentality, using current sources of information.</li><li>Clarity of purpose: knowing who will use the information, why and in what way.</li><li>Focus: performance information needs to be focused primarily on the organization’s priorities.</li><li>Overview: it is desirable for the set of indicators to provide a rational picture of the organization’s performance, also reflecting the balance between the cost of collecting information for the indicator and the value of the information provided.</li><li>Periodic update: updating performance indicators to prevent changing circumstances.</li><li>Consistency: the used indicators need to be robust and intelligible enough so that, in an independent control (internal or external), they provide clear and accurate information.</li></ol><h3>Key performance indicators specific to the Human Resources department</h3>The most used key performance indicators in the functional area of ​​Human Resources (HR) are:<h3>Retention</h3>• Personnel fluctuation• Employee emotional involvement index• Employee retention rate• Employee satisfaction rate• Average seniority of employees in the organization• The cost of leaving the job• The cost of staff turnover<h3>Recruitment</h3>• Applications received for open positions• Reported employment for open positions• Cost per hire• Employment rate outside the organization• Applications received per recruitment channel• Job offer acceptance rate• Duration of an open position<h3>Compensations and benefits</h3>• The value offered by reward systems<h3>Efficiency and effectiveness</h3>• Employees who perform exceptionally well• Profit per employee• Return on investment in human capital• Time allotted to payroll processing• <a href="https://pluria.co/blog/time-as-a-main-key-performance-indicator-in-remote-work">Time allocated to accounting management of employees</a>• Participation rate in performance evaluations• Work performed by over-qualified employees in terms of the complexity of activities<h3>Talent development</h3>• It focuses on maximizing the potential of human capital in the process of developing and growing the organization.——Bibliography:<ul><li>Course support on performance management at strategic level (Project “Strategic planning and performance management at the level of Arad Municipality through the tool Balanced Scorecard”, MYSMIS code 120637, SIPOCA code 86)</li><li>Manual for the Human Resources Inspector course – Author Ane-Mary Ormenișan (Project: “Training of employees involved in management activities and human resources through integrated programs – INSTRUCT -SV”, ID: 118136, contract no. POCU / 227/3/8 / 118136)</li></ul>

Performance Management and Measurement

<h3>I have searched in the dedicated bibliography for answers to this question and I can offer you a summary of the opinions that I appreciated as significant.</h3><h3>We all already know that people are, by their nature, dependent on their peers, although we all spontaneously tend towards autonomy.</h3> The desire to break away, at a certain stage of our existence, from family, school or any other type of organization that we believe restricts our freedom, determines us to act and create an environment in which we can manifest freely.For example, the aspiration to the top of the hierarchy in an organization, combined with freedom of decision and free initiative, transforms the human being into a functional adult, for whom the consciousness of his/her value is integrated into a set of expectations, interests, motivations or projections.Thus, the reason for the emergence and existence of organizations can be explained both by their ability to contain and achieve individual goals of members (more complete, more efficient and faster) and by their ability to respond to fundamental human psychological needs.Change management is therefore one of the major challenges of today and becomes a constant benchmark in the concerns of organizations.<h3> According to the data reported in the literature, the failure rate of change programs is approx. 70%. &nbsp;</h3>Most authors identify as the main cause of the failure of these programs the opposition of people in the organization, employees and leaders, to change. &nbsp;In 1995, John Kotter published a study that showed that the success rate of change programs is 30%.Also, according to an article on change management, published by the Avery Parker Group, more than 60% of planned changes are not implemented successfully, primarily because employees and even company managers oppose the changes.From then until now, it seems that the field of “change management” has not been “reformed” much.In the case of an organization, the forces generating change can be: &nbsp;<ul><li>of external origin: the appearance / disappearance of some competitors, the development of new technologies, the changes brought to the legislation in the field etc.;</li><li>of internal origin: the aging of equipment and / or procedures, the launch of new products on the market, the modification of the personnel structure through hiring / dismissal etc.</li></ul> In the specialized literature, there are various ways of manifesting resistance to change:<ul><li>open or explicit expression: permanent quarrels between employees, decreased productivity, strikes, negligence at work, sabotage, undermining etc.;</li><li>implicit or hidden (discreet) expression: resignations, diminishing the degree of motivation of employees, delays, illnesses, low morale, etc.</li></ul><h3> Possible causes of employees’ resistance to organizational change&nbsp; (according to Eugen Burduș, author and PhD. professor):</h3><ul><li>Selective attention and memory. People’s perception of the proposed change in the organization depends on their vision of the world and is influenced by education, concerns, accessible sources of information, age. In such a context, people only partially take over the information about the change, filtering the elements that force them to leave the comfort zone and thus obtaining an incomplete picture of the change process.</li><li>Addiction to other people’s opinions. The people in the organization depend, from a psychological point of view, on the attitudes, behaviour and opinions of other people, formal or informal leaders, and this dependence can lead to delays in implementing the change process and can generate resistance.</li><li>Fear of the unknown. Anxiety can manifest both among employees, who do not know or do not understand how the change in the organization will affect them, and among managers, who may avoid the responsibility of making certain decisions.</li><li>Lack of security. Change involves, at the individual level, getting out of the comfort zone and experiencing insecurity.</li><li>Employee habits. Organizational changes are met with resistance because any change in individual habits requires effort and getting out of the personal comfort zone.</li><li>Economic reasons. People are resistant to changes that lead to a decrease in direct or indirect income.</li></ul><h3>Levels of individual resistance to organizational change</h3>Rick Maurer, a well-known American change management consultant, points out that two-thirds of organizational change initiatives fail and that most managers in large companies point to resistance to change as the main cause of failure.In fact, resistance is a reaction to how change is managed, and people who resist do not intend or realize it, but only seek to survive.In essence, Rick Maurer proposes as a starting point in overcoming resistance to change the question: “What generates resistance?” and identifies three levels of individual resistance to change.<ul><li>Level I of resistance or rational level (“I don’t understand”) refers to the informational aspects of change (logical arguments, presentations, statistics etc.) and can be generated by:</li><li>lack of information on the proposed change;</li><li>disagreement with the information provided or disapproval of its interpretation;</li><li>inefficient or insufficient communication of essential information regarding the change;</li><li>confusion about the significance of the change, due to the lack of clarity in communication.</li></ul>Some of the strategies for overcoming the level I resistance to change are:<ul><li>adapting the message regarding the change: presenting the information in several variants, depending on the personal interests and / or the capacity of understanding of the employees;</li><li>highlighting the need for change: clear communication and accurate and complete information on the need for change may be sufficient to overcome this type of resistance;</li><li>use of appropriate language: presenting the change (by answering the questions: “why?” and “how?”) in clear, concrete and simple language, so that it is fully understood by all employees.</li><li><a href="https://pluria.co/blog/do-we-really-need-emotional-intelligence">The second level of resistance or the emotional level</a> (“I don’t like it”) represents the emotional reaction to change and has its root in fear, generated by the desire to survive.</li></ul>Most of the time, the professional environment does not encourage emotional expression, so most people leave these aspects unexplored, or simply are not aware of them and limit themselves to manifesting the characteristic opposition to level I.Overcoming this level of resistance is achieved at a slower pace, being possible only by recognizing its existence and ensuring a favorable climate for communication.Some of the strategies for overcoming second-level resistance to change may be:<ul><li>emphasizing the advantages of change both at the organizational level (increasing market competitiveness, increasing sales etc.), and especially at the individual level (increasing job security, increasing salaries, stimulating career opportunities etc.);</li><li>ensuring the involvement of employees in the change process: people support initiatives in which they are directly involved and in which they have their own contribution;</li><li>sincere communication: when change negatively affects employees, this must be communicated clearly and honestly from the beginning, in order to stimulate respect and trust in leaders.</li><li>The third level of resistance or the relational level (“I don’t like you”) refers to the personal trust of employees in leaders.</li></ul>In this case, people understand the proposed idea (level I), accept and look positively at the change followed by the expected results (level II), but offer resistance to the person who supports the idea, due to lack of confidence in it.<h3>Strategies for overcoming third-level resistance to change include:</h3><ul><li>taking responsibility: leaders personally take responsibility for actions and situations that have led to tense relationships in teams, thus attracting the respect of employees;</li><li>communication and negotiation: leaders can take over some of the ideas and proposals of employees, thus ensuring constructive communication and improving working relationships;</li><li>mutual knowledge: the leaders responsible for organizational change ensure the creation of conditions, in terms of time and opportunities, of mutual knowledge between employees and their managers;</li><li>keeping commitments: leaders live up to their commitments in terms of actions, results, strategies, deadlines, etc.</li></ul>For each level of resistance to change there are specific strategies to overcome resistance, their common element being the best possible communication between leaders and employees: constructive and inclusive, honest and transparent.Beyond the classical approaches related to resistance to change, in Romania there is a specific feature of this problem, given the mentality characteristic of our people: the overconfidence / overestimation of one’s own abilities compared to those of others (“I am more capable, more prepared, more …, than others”).In Romania, this mentality is dangerously doubled by the underestimation and the lack of trust in the “rest” (other colleagues, other people, society – in general).Unfortunately, this aspect can only make it more difficult to accept different opinions and increase the resistance to organizational change.——Bibliography:<ul><li>World Economic Forum. “The report on the future of jobs.” 2017.</li><li>Manual – Prof. Adrian CURAJ, director of the project “Quality and leadership for Romanian higher education”. 2015</li><li>Manual for the course Human Resources Inspector – Author Ane-Mary Ormenișan (Project: “Training of employees involved in management activities and human resources through integrated programs – INSTRUCT – SV”, ID: 118136, contract no. POCU / 227/3/8 / 118136)</li><li>Romanian Journal of Statistics – Supplement no. 9/2014 (Abstract: Dr. Liviu Tudor)</li></ul>

Why Do We Resist Organizational Change?

“Emotional Intelligence refers to a different way of being smart. It is a key to high performance, particularly for outstanding leadership. It’s not your IQ, but rather it’s how you manage yourself and your relationships with others.”&nbsp;– Daniel Goleman, ”Crucial Competence: Building Emotional and Social Leadership”&nbsp;<img src="https://pluriastrapistorage.blob.core.windows.net/strapi/assets/1_1_0c99a03417.jpg" alt="Why we need Emotional Intelligence" srcset="https://pluriastrapistorage.blob.core.windows.net/strapi/assets/1_1_0c99a03417.jpg 800w" sizes="100vw" width="800" height="400">Image source: Key Step Media&nbsp;Over time, more models of Emotional Intelligence (EI) have helped to develop different tools for evaluating hypothetical theoretical systems (Mayer, Roberts, and Barsade – 2007) and each theoretical paradigm has conceptualized emotional intelligence from one of two perspectives: ability or mixed model.Ability models consider Emotional Intelligence a pure form of mental ability and therefore a pure intelligence.Mixed models of Emotional Intelligence combine mental capacity with some of the personality traits, referring to individual perceptions of one’s own emotional abilities.In his mixed model, Daniel Goleman defined Emotional Intelligence as “the ability to recognize both our own feelings and those of others, to self-motivate, to manage emotions well in ourselves and in all our relationships” (1998).His book, “Emotional Intelligence“,&nbsp;marked an astonishing revolution in psychology by analyzing the overwhelming importance of emotions in the development of the human personality.His study of more than 25 years ago explains how the situation we are in suddenly becomes clearer when we understand our feelings, while we can discover a new way of looking at the causes of diseases which affect our family and / or society.Relatively recently, in partnership with Key Step Media, Daniel Goleman synthesized all the significant information related to Emotional Intelligence, grouping them into four distinct areas and identifying 12 key competencies, just as you can see organized in the image below:<img src="https://pluriastrapistorage.blob.core.windows.net/strapi/assets/2_2_1024x576_75b4dc3033.png" alt="Key media step. Why we need Emotional Intelligence to become a Leader in company." srcset="https://pluriastrapistorage.blob.core.windows.net/strapi/assets/2_2_1024x576_75b4dc3033.png 1024w" sizes="100vw" width="1024" height="576">The four areas of EI and the key core competencies for each of them are:<ul><li>Self-awareness: o Awareness of one’s emotions (self-knowledge, precise self-assessment, self-confidence);</li><li>Self-management (self-control, personal management): o Self-control in order to maintain emotional balance; o Adaptability; o Orientation of efforts; o Optimism;</li><li>Social awareness: o Empathy; o Organizational awareness;</li><li>Relationship management: o Influence; o Conflict management; o Inspirational leadership; o Coaching and mentoring; o Teamwork.</li></ul>It is important to note here that this model of Daniel Goleman can be measured on the basis of the Inventory of Emotional Skills (ECI), created in 1999 and revised as the Inventory of Emotional and Social Skills (ESCI) in 2007.You can find out below some brief clarifications regarding the 12 key competencies of IE, offered by Daniel Goleman himself:<ol><li>“Emotional Self-Awareness is the foundation of Emotional Intelligence and is actually the ability to understand both our own emotions and their effects on our performance.” In other words, you realize how your feelings affect you and you notice how good you feel, while your value system and sense of personal purpose help you to determine the course of your actions.</li><li>“Emotional Self-Control (also known as emotional balance) is the ability to control our disturbing emotions and impulses, to maintain our effectiveness in stressful or even hostile conditions.” When you are in emotional balance, you can recognize your disturbing emotions – such as high anxiety, intense fear, or rapid anger – and you can effortlessly find the right ways to manage your emotions and impulses. Stay calm and clear with stress, even during a crisis.</li><li>“Positive Outlook (optimism) is the ability to see the positive in people, in situations and events.” It means persevering in pursuing goals – despite all the difficulties and obstacles – being able to see the opportunity in situations where others would only see danger that could become devastating, at least for them.</li><li>“The Achievement competence means that we strive to meet or consistently exceed a standard of excellence.” In other words, you are always looking for ways to make things better. <a href="https://pluria.co/blog/risk-evolution-career">You set challenging goals and take calculated risks</a>. When your goals are positive, this skill is very useful to you. But if you try to lead other people at the same pace, you can become a toxic leader. Even if the impulse to achieve helps you to reach your career goals, it can make you unhappy in your personal life.</li><li>“The Adaptability competence is flexibility and handling change and juggling multiple demands, adapting to new situations with new ideas or innovative approaches.” It means you can stay focused on your goals, but easily adjust how you get there. You can meet new challenges while being agile in adjusting to sudden change. You’re comfortable with the uncertainty that leadership can bring.</li><li>“The Empathy competence means you have the ability to sense others feelings and how they see things.” You take an active interest in their concerns. You pick up cues to what’s being felt in thought, with empathy, you sense unspoken emotions. You listen attentively, to understand the other person’s point of view, the terms in which they’re thinking about what’s going on. Empathic leaders are able to get along well with people of very different backgrounds and cultures, and to express their ideas in ways the other person will understand.</li><li>“Organizational Awareness means the ability to read a group’s emotional currents and power relationships, identify influencers, networks, and the dynamics that matter in making decisions.” Someone who can recognize networking opportunities and read key power relationships will do a better job at leading. Such leaders not only understand the forces at work in an organization, but also the guiding values and unspoken rules that operate among people. Developing this competency requires Self-Awareness, Emotional Balance and Empathy. It helps us with Adaptability, Influence&nbsp;and Achievement Orientation, giving us tools to think strategically, navigate complexity, and mobilize others towards an outcome.</li></ol>When you are strong in this competency, you are able to:<ul><li>Identify the values and culture of your organization or team;</li><li>Acknowledge the spoken and unspoken rules at play;</li><li>Name the processes, structures, individuals, and networks that get things done;</li><li>Navigate the system in order to make progress on your individual and collective goals.</li></ul>8. “The Influence as a competence refers to the ability to have a positive impact on others, to persuade or convince them to gain their support.” If you’re strong in the influence competence, you’re persuasive, engaging and you can build privileged relationships with&nbsp;key people. As you remember, leadership is the art of getting work done well through other people. And influence is the most powerful way to do that.9. “The Coach and Mentor competence is the ability to foster the long term learning or development of others.” By giving feedback and support. You have a genuine interest in helping them develop further strengths. You give timely, constructive feedback, you understand the person’s goals, and you try to find challenges for them. 10. “The Inspirational Leadership competence is the ability to guide people to get the job done to bring up their best.” With inspiration, you can articulate a shared mission in a way that motivates and offers a sense of common purpose. Beyond people’s day to day tasks. 11. “The Teamwork competence is the ability to work with others towards a shared goal, participating actively, sharing responsibility and rewards and contributing to the capability of the team.” You empathize and create an atmosphere of respect, helpfulness and cooperation, you can draw others into active commitment to the team’s effort. Leaders skilled at this competence build positive relationships and the pride of team membership, in terms of identity. 12. “The Conflict management competency means the ability to help others through emotional or tense situations, to tactfully bring disagreements into the open and to define solutions that everyone can endorse.” Leaders who take time to understand the different perspectives work towards finding a common ground on which everyone can agree. They acknowledge the views of all sides, while redirecting energy towards a shared ideal, or an agreeable resolution.So, if I were to answer myself to the question from the title of this article, my answer would definitely be: “YES!”. What would be yours?Bibliography<ul><li>”Emotional Intelligence”, Author: Daniel Goleman</li><li>”Models of Emotional Intelligence in Research and Education”, Author: Nicolae Sfetcu</li><li>”Organizational Awareness: Systems Thinking With Emotional Intelligence”, Author: Elizabeth Solomon</li><li>”Emotional Intelligence in Leadership: Conversations on Crucial Competence with Daniel Goleman”</li></ul>&nbsp;

Do We Really Need Emotional Intelligence?

<h3>Chances are you want to become more and more successful at your current job or to be a formidable candidate in the selection process for a new one.</h3>In an increasingly globalized world, people need an ever-widening range of skills to adapt and thrive in a rapidly changing environment.The European Lifelong Learning Program has been designed to offer learning opportunities to individuals at any stage in their life.I invite you – therefore – to recall together the key competences set out by the European Union in its official documents, adopted and subsequently introduced into our national legislation.The 8 key competences are the following:1. Communicating in your mother tongue:&nbsp;ability to express and interpret concepts, thoughts, feelings, facts and opinions both orally and in writing.2. Communicating in a foreign language: as mentioned above, but also including mediation skills (i.e. summarizing, paraphrasing, interpreting or translating) and intercultural understanding.3. Mathematical, scientific and technological competences: sound mastery of numeracy, an understanding of the natural world and an ability to apply knowledge and technology to perceived human needs (such as medicine, transport or communication).4. Digital knowledge:&nbsp;confident and critical usage of information and communications technology for work, leisure and communication.5. Learning to learn: the ability to effectively manage one’s own learning, either individually or in groups.6. Social and civic competences: the ability to participate effectively and constructively in one’s social and working life and engage in active and democratic participation, especially in increasingly diverse societies.7. Sense of initiative and entrepreneurship: the ability to turn ideas into action throughout creativity, innovation and risk taking as well as the ability to plan and manage projects.8. Cultural awareness and expression: the ability to appreciate the creative importance of ideas, experiences and emotions in a range of media such as music, literature and visual and performing arts.Based on the key competencies specified in the European normative acts to which I referred above, the Romanian legislator introduced in Art. 17 (par. 3) of the Labour Code (Law no. 53/2003), some mandatory provisions for employers regarding the assessment of the employees’ professional skills (as mentioned in letters ”e” and ”f” of that paragraph):e) the criteria for evaluating the professional activity of the employee applicable at the level of the employer;f) job-specific risks.In the informational context thus created, we can ask ourselves: what are the useful relational skills – especially now – for motivated employees?Last year, LinkedIn conducted a complex study that identified the following skills that employers seek and stimulate in their employees:<img src="https://pluriastrapistorage.blob.core.windows.net/strapi/assets/1_694x1024_dbf07c37ca.png" alt="" srcset="https://pluriastrapistorage.blob.core.windows.net/strapi/assets/1_694x1024_dbf07c37ca.png 694w" sizes="100vw" width="694" height="1024"><h3>What exactly are hard and soft skills?</h3>Hard skills concern an employee’s ability to do a specific task, while soft skills are more about the way they do them — how they adapt, collaborate, solve problems, and make decisions.<ul><li>Hard skills include specialized knowledge and technical abilities, such as software development, tax accounting, or patent law expertise. They’re often easier to define and measure than soft skills.</li><li>Soft skills are more about behavior and thinking, personal traits and cognitive skills. They’re typically more difficult to measure, but they can also help a person to thrive in a variety of roles and industries.</li></ul>Furthermore, Danny Meyer, the creator and director of Union Square Hospitality Group, identified the following relational skills needed by any motivated employee:<ul><li>Gentleness and optimism, because you want in the team not only someone to look for solutions, but especially a person who can smile when he / she does it.</li><li>Curiosity, translated into the desire to find out more about your surroundings and to ask applied questions.</li><li>Empathy, meaning being able to look from the perspective of those around you.</li><li>Work ethic, transposed into really caring about the way you fulfill your duties, in the sense that if you see something that can be improved, you should act accordingly.</li><li>Integrity, meaning to do everything that is correct and honest even if it is not in your interest or there is no one to check you, or if the others in the team do not care.</li><li>Be aware of your condition. You can think of this ability as at the “weather forecast” of your condition. The analogy with the weather is only a tool that you can use or not, but it is important to be aware of your condition and, as much as possible, to communicate it to your colleagues.</li></ul>I invite you to find out more about Emotional Intelligence, the most important relational skill, in one of my future articles.——Bibliography<ul><li>Labour Code (Law no. 53/2003)</li><li>Legislative document prepared by the European Union</li><li>Council Resolution on a strategic framework for European cooperation in education and training with a view to achieving and further developing the European area of ​​education (2021-2030)</li><li>Summary of the National Operational Program for Education and Employment</li></ul>

Useful Relational Skills for Motivated Employees

<h3>I still believe that negotiation is the most significant social interaction and the most sophisticated form of communication.</h3>
In order to calibrate the perspective from which I invite you to pay attention to this topic, I present to you some relevant and simple definitions:
• Psychological contract: “a set of beliefs of an individual regarding the terms and conditions of a mutual exchange agreement between the person in question and the other party. The psychological contract arises when one of the parties considers that a promise of future reciprocity or a contribution has been made and, consequently, that an obligation has been created to provide future benefits.&#8221; (Rousseau, 1978).
• Negotiation: “the act of negotiating and its outcome. ♦ (Pl.) Discussions, negotiations.”
• Principle: “fundamental element, idea, basic law on which a scientific theory, a political, a legal system, a norm of conduct, etc. is based. ◊ (Pl.) The totality of the laws and the basic notions of a discipline.”
• Value: “ownership of what is good, desirable and important; ◊ Value scale = hierarchy of values. ♦ (Concr.) What is important, valuable, worthy of appreciation and esteem (from a material, social, moral, etc. point of view)”
In general terms &#8211; as opposed to values &#8211; which are particularly subjective and determined internally, the principles are for the most part objective and operate according to natural laws, regardless of conditions.
Thus, not coincidentally, the fundamental principles underlying the legal labour relations are enshrined in the Labour Code (Law no. 53/2003):
• Freedom of labour (Art. 3); 
• Prohibition of forced labour (Art. 4); 
• Equal treatment (Art. 5); 
• Protection of employees (Art. 6); 
• Freedom of association (Art. 7); 
• Consensualism, good faith, consultation (Art. 8); 
• Freedom to work abroad (Art. 9); 
• Prior information on the clauses contained in individual and collective labour contracts (Art. 17); 
• Negotiation (Art.37).
We often lose sight of some of these principles, especially when we are in the process of recruiting and selecting; I am referring in particular to good faith, consensualism, consultation, prior information and negotiation.
Under the impact of inherent emotions, the employer and the candidate neglect the opportunity to discuss applied, assumed and open about the role in the organization for which the process takes place, separate from the job description, actual working conditions, protection, salary etc.
Claude Steiner set out four requirements for the correct conclusion of a contract (including a psychological one), inspired by the practice of drafting specific to the legal environment:
• Mutual consensus; 
• Valid consideration (reward); 
• Jurisdiction of the parties; 
• Legal object (SMART).
For mutual contractual obligations to be consistent and meaningful, it is necessary for the parties to know in advance the size and amount of the contribution of each of them.
The awareness of the secure limits in the contractual relationship (expressed through good faith compliance with bilateral commitments) determines the effectiveness of all actions taken by the parties.
The concrete experience regarding the dynamics of the labour relations between employees and employers led &#8211; especially in the times of the global crisis we live &#8211; to the conclusion that the conjectural or systematic violation of the implicit components of the psychological contract induces the need for its continuous renegotiation.
From this perspective, we can admit that for the candidates who become employees, the successful completion of the recruitment, evaluation and selection processes, and subsequently the continuation of the legal employment relationships after the end of the probationary periods, means both the satisfaction of fulfilling current professional objectives and a first stage of integration into the organizations that received them.
At the same time, all this also means the tacit acceptance of the psychological contract proposed by the organization, based on which they will have new expectations and for which they will prepare to always manage other dimensions of the assumed role.
Anderson and Schalk (1998) state three main functions of the psychological contract.
The first is to reduce uncertainty: because not all aspects of the employment relationship may be covered by a formal contract, the psychological contract fills these remaining gaps in the relationship.
Second, the psychological contract shapes employees&#8217; behaviours: like a system, the employee weighs his obligations to the organization and its obligations to him and changes the type of behaviour according to the critical results of the comparison.
The third function of the psychological contract is that it gives the employee the feeling of influence over what happens to him or her within the organization.
Because the psychological contract is based on trust, its violation by the employer can lead to strong negative emotional reactions from the employee and the deep feeling that he has been deceived (Rousseau and Schalk, 2000).
Even less significant breaches of contract have consequences: there is an increasing intention of the employee to leave the organization, followed by a lower degree of trust and job satisfaction (Rousseau and Schalk, 2000).
Robinson et partners (1994) consider that &#8211; after a breach of it &#8211; the psychological contract becomes more transactional: the employee withdraws from the relationship, paying increased attention only to economic and financial aspects.
Developing this idea, Herriot and Pemberton (1996) referred to the fact that the violation of a transactional psychological contract legitimately attracts new explicit negotiations, the adjustment of one&#8217;s own investment in the relationship or even the abandonment of the job.
In the case of relational psychological contracts, the changes are primarily at the emotional level, developing reactions of disappointment and mistrust, which ultimately lead to the transformation of contracts from relational to transactional.
Other effects of the breach of the psychological contract are reflected in the decrease of loyalty (as a component of trust) to the organization, a low job satisfaction, followed by a pronounced intention to leave the organization (Millward and Brewerton, 2000).
From the above considerations, we can explicitly conclude that &#8211; beyond the status of fundamental principle for the existence of interpersonal ties &#8211; (re)negotiation is a remarkable tool for recalibrating relationships, regardless of their nature.
In the context of the employment relationship, the negotiation &#8211; assumed as such and carried out with maximum responsibility &#8211; paves the way for improving the level of trust between the social partners and &#8211; implicitly &#8211; for the systematic preparation of the &#8220;second chance&#8221; given to continuing the relationship, under a legitimate condition of good faith.
Bibliography: 
• Labour Code (Law no. 53/2003) 
• &#8220;Transactional analysis from an organizational perspective&#8221;, Author of article: Ane-Mary Ormenișan 
• &#8220;Psychological contracts in labor relations. Data regarding the psychometric qualities of the PSYCONES questionnaire on a Romanian sample”, Authors: Smaranda Boroș, Petru Lucian Curșeu 
• &#8220;Einstein and the art of sailing&#8221;, Authors: Anne de Graaf, Klaus Kunst, Codecs Publishing House 
• &#8220;Human resources management&#8221;, Author: Horia Pitariu, All Publishing House, Bucharest 
• &#8220;Ethics of effective leadership or principles-based leadership&#8221;, Author: Stephen Richards Covey, Allfa Publishing House, Bucharest, 2000

The Psychological Role of Negotiation in Labour Relations

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I have been contributing and working in the entrepreneurial ecosystem of Latin America for 8 years. My expertise refers to startup creation, sales and consulting in entrepreneurship. Throughout my entrepreneurial career, I have had the opportunity to create two startups.&nbsp;

Mateo Marulanda

Freelancer, I am curious by nature, with a passion for writing and reading, especially in places that inspire me, which I choose according to mood and season: an intimate café, a blossoming park – as long as the battery holds – or a coworking space with modern facilities.

Laura Coman

My connection with writing started a long time ago when I was just a kid passionate about stories of all kinds. Just reading stories was not enough, so I started to build new ones and put them down on paper.&nbsp;

Rafaela Sava

Andreea has a Bachelor’s degree in Philology, she has published articles and reviews, and she writes about books that interest her.

Andreea Moldovan

IT-enthusiast, adventurous and nature lover, even remotely, I focus on my work the same way I focus on my passions.

Carmen Petrovici

Originally a legal consultant, but more of a communication person, passionate about writing, digitalization, social media, history and philosophy. At the same time, I don’t think there is a problem that can’t be solved with a good book or a series.

Diana Nădejde

I have always been passionate about the business world. The process of bringing together people that have never met before to give birth to an idea and grow it to become a global phenomenon is nothing short of a miracle. I always want to be close to those who have the courage, determination and vision to do it.&nbsp;In almost 20 years of work, I never stopped learning. I started with customer care and continued with program and project management, loved to work in business operations and did plenty of people management in all these roles. So I learned a lot about people: what motivates us, how work shapes our lives, what is good leadership, how we create teams that thrive and communities that endure. I realized that no matter how ambitious our goals are, at the end of the day, what is most important is being part of a company that we enjoy working for. And I decided that, wherever I find myself, I want to contribute to this feeling. So here I am, writing about it, hoping to make a difference in how we work.

Andreea Băloi

Young entrepreneur with vision and desire to bring about a change in the society. Passionate about acting and writing. I am focusing on building, I strongly believe in the human potential, I am trying to deeply understand every situation I encounter in a project and to infuse positive energy in each human interaction.

Ana Maria Vâlcu

I believe in the power of human connections and how storytelling can turn strangers into loyal brand advocates. That's why, through my role as Digital Marketing Specialist at Pluria, I develop strategies that speak through valuable content and enable brand development on digital platforms.

Betsy Riatiga

Writing is my second nature, but working from anywhere in the world is probably my first. I explore remote work and the best places to do it, always in search of stories worth telling.

Anca Șerban

Who am I? It’s a philosophical question that we can leave for another time. But, I can tell you what I do and how I am. I’ve been a bilingual freelance writer for a year and a half, I started this journey believing faithfully that words have the power to change everything. Each brand keeps a story and knowing how to tell it is the secret to connecting with communities, at the end of the day words are the bridge between a project and people I write articles, blogs, microblogs, and copies. I’m passionate, enthusiastic, very organized, and curious. I spend my days in a cycle: I research, I write, I edit, I write (again) and between the breaks I prepare many cups of coffee, would you like a cup?&nbsp;

Valeria Uzcategui

Chatty is a freelance writer from Manila. She finds joy in inspiring and educating others through writing. That’s why aside from her job as a language evaluator for local and international students, she spends her leisure time writing about various topics such as lifestyle, technology, and business.

Chatty Garrate

Experienced HR and Communication professional with extensive experience in the banking, IT, and fintech sectors, with experience M&amp;A and a PhD in HR. A former cellist and avid music enthusiast.I’m driven by curiosity and embracing&nbsp;an optimistic approach. I believe that open communication and continuous learning create an environment where everyone feels valued and inspired to reach their full potential. I also strongly believe in a climate of mutual trust where ideas flow. Knowing that daily life can be a dizzying carousel, I strive to find a balance between intensity and fulfillment, without it becoming overwhelming.