This case study covers our work with a substantial Australian retail company that is home to a considerable amount of sub-enterprises and brands. The retail giant was exploring the possibility of moving to a shared-services model and chose Genos to assist them with this transition.

The large-scale change projects, which needed to take place in order to facilitate a centralized operation for different departments of the organization, meant that operational departments such as HR, Finance and IT experienced some disruption and as a result a certain decline in operations was witnessed. As is all too common with such large announcements, these large-scale changes can have a dramatic effect on employee engagement, performance and negative behaviors, and can also raise difficulties retaining talent. This reaction could potentially have hindered the envisioned shared-services model.

The Solution

Genos investigated intensively and refined a strategic leadership development program, which set out to boost and enhance the project team leader’s ability to interact with others in a positive way and influence their resistance to change. This program would improve employee engagement and enhance the overall moral of the organization at all levels.

Using the emotional intelligence model developed by Genos, we created a program that included:

  1. A 360° emotional intelligence assessment for each leader. This report allowed us to measure levels of employee engagement from the source.
  2. Workshops – Genos ran 1 full day workshop and 2 half-day workshops with leaders to educate them on the benefits of using emotional intelligence in the workplace. These workshops taught individuals how to positively influence direct reports and handle any impediments to change.
  3. Genos organized 7 face-to-face coaching classes with leaders, these sessions were conducted on a one-to-one basis and laid the foundations for future success. The sessions focused on educating leaders in the art of perception, understanding, expression and creating positive emotions within the working environment.
  4. A 360° assessment of all leader’s emotional intelligence levels and an assessment of the employees who reported to them. This report allowed us to gauge the level of employee engagement and showed clearly the return on investment provided by the Genos program.

Years of research have proven beyond all doubt that the correlation between strong business performance and high employee engagement is unmistakable. Companies that exhibit high levels of employee engagement versus competitors with low engagement results, show an extraordinary greater earnings share at an average of 3.9 times per share.


Take a look at the information detailed in the graph below to see how the Genos model improved the emotional intelligence of leaders in this busy retail environment.

Once the Genos program had been completed by all participating leaders within the retail organization, the transformation was clear for all to see. Leaders were now more self-aware and were quite conscious of the effect their own emotions and moods could have on their direct reports. The leaders were now more competent at expressing themselves in a true manner, which resulted in a workforce that responded in kind. Perceptions of the leaders changed dramatically and others now perceived them as positive and trustworthy. The leaders had also learned to utilize emotional information to practice emotional reasoning in a proactive way.

Prior to taking part in the Genos Program, the leaders, as you would expect, were thinking and leading in a rational way, any decisions they made were based purely on real data, figures and facts. Now, the change they were attempting to make was correct, however, the method in which they were executing these changes was encouraging resistance and withdrawal from their direct reports.

Upon successful completion of the Genos program, leaders now showed emotional intelligence on a different level. The leaders were now demonstrating emotional reasoning and making important decisions that were no longer solely based on facts and figures but on others potential emotional responses to these decisions. Post program completion, leaders were now in regular consultation with their direct reports and were encouraging a more involved and inclusive environment.

Take a look at the graph below to see just how much employee engagement increased when they were involved in the change process.

The above results show that employees now felt they had an important role to play in the new direction the organization was taking and expressed opinions that the leaders were now displaying more effective interpersonal, organizational and planning skills.

Our report also showed that employees perceived other positive changes within the workplace. Staff felt more involved and valued by the organization as a whole and were more likely to remain in their employ on a long-term basis.

As with all Genos projects, all deliverables were achieved on time and within budget, with great relief on the client’s behalf that they had strengthened their talent base and felt more secure in their future plans.
The Genos program helped us realise you can have the right technical solution but unless you can inspire people to help you deliver it, the solution is worthless. The skills we learned on the Genos program will stay with us forever and be useful not only on other change projects we drive but also outside of the workplace in our private lives as well.