Hiring for Emotional Intelligence

Hiring for Emotional Intelligence

Improve your recruitment & realize your full capability

As an organizational coach I see it regularly – HR or L&D reaching out for assistance with a member of the team who is struggling to fit in or work with others. They are exceptional AT their job, but there is “something” holding them back. This “something” can be difficult to describe, but it usually comes down to the human factors at work, or put another way, their emotional intelligence (EI) – in comparison to others in the same environment. In fact the research indicates that this can be anything from 60% to 80% of the “something”.

As a business change consultant I also understand the value of integrating these factors into the ‘fabric’ of how organizations operate rather than adding them on as a band-aid to ‘fix’ a problem. When you front end the process you harness the benefits of being able to hire FOR these human factors (or EI) – whether that be for your project team or the organization at large.

“EI has twice the power of IQ to predict performance. EI is also a better predictor than employee skill, knowledge or expertise”  — LINKING EI & PERFORMANCE AT WORK. DRUSKAT, MOUNT & SALA (EDS), 2005

Delivering on organizational objectives in a fast changing digital / global market without the right talent is tough. Talent acquisition traditionally focused on pedigree or intellectual criteria, such as where a candidate attended school, what grades they achieved, certificates they hold or how ‘smart’ they are, but the modern workplace also needs agility; ‘soft’ (people) skills and the energy to inspire performance both in self and others. When you fail to hire for these human factors, meeting your objectives will always be tough.

Building teams with people who understand their emotions and the emotions of others is a win-win situation. Relationships grow, people become more resilient, and are able to handle stress more effectively. Far too many employees lack basic self-awareness and social skills and too often, aren’t aware of how their moods and emotions are impacting others in the workplace.  Emotions influence, both productively and unproductively, our decisions, behaviour and performance.

Measuring how often a candidate demonstrates emotional intelligence in the workplace will allow hiring managers to utilize EI measures as an additional means to avoiding bad hires.

Revo recommend adopting a holistic approach to recruitment using the following framework:

• Use an EI psychometric assessment, such as Genos EI, to help identify candidates with a high EI

• Include competency based interviewing techniques or complete behaviour based simulations

• On-board new candidates with an EI self-assessment to introduce them to expected behaviours

• Follow up as part of ongoing talent management by using a 180or 360 degree EI assessment

PS. Please don’t use a personality tests as a substitute for EI. These measure personality traits, NOT the specific EI competencies such as self-awareness, authenticity, emotional reasoning, self management, or inspiring performance.

The Genos Selection Model, which Revo are accredited to administer and debrief, comprises 7 emotionally intelligence competencies. These competencies represent skills and behaviours, based on underlying abilities and experiences that are measurable and observable. The Genos model captures the workplace skills and behaviours that manifest from emotional intelligence abilities.

The competencies measured include:

1. Self Awareness – disconnected vs. present
2. Awareness of Others – insensitive vs. empathetic
3. Emotional Expression – guarded vs. authentic
4. Emotional Reasoning – limited vs expansive
5. Self Management – temperamental vs. resilient
6. Management of Others – indifferent vs. empowering
7. Self Control – reactive vs. centered

For each of the 7 competencies there are both productive states, typically attained by candidates who demonstrate the corresponding behaviours frequently, and unproductive states observed by those who demonstrate the corresponding behaviours less frequently.  For example, those who demonstrate EMOTIONAL EXPRESSION tend to be Authentic in their engagement with others, versus those who don’t tend to be more guarded.

Published psychometric studies have shown that scores on the Genos Selection Assessment meaningfully correlate with a number of important workplace variables. The higher people score on the Genos assessment, the higher they tend to also score on measures of:

1. Workplace performance
2. Leadership effectiveness
3. Sales and customer service
4. Resilience
5. Team work effectiveness
6. Employee Engagement

EI skills and behaviours are as important as your intellect, experience and background in determining success at work and in life.

Measuring emotional intelligence should therefore be added to talent management and hiring processes, not to replace other strategies but to strengthen existing processes.

You are welcome to request a SAMPLE Genos Selection Report – please connect with me alison@revoconsultant.com

Alison Coates is a certified Genos Practitioner and via her business Revo Consultant, provides online administration of Genos EI assessments as well as coaching and training to embed the learning opportunities that are realized as a results of these assessments.