The EQ Interview: Finding Employees with High Emotional Intelligence

The EQ Interview: Finding Employees with High Emotional Intelligence

The EQ Interview: Finding Employees with High Emotional Intelligence

The EQ Interview: Finding Employees with High Emotional Intelligence

Synopsis

The only book of its kind- co-published with the Society for Human Resource Management.

Excerpt

Fundamental emotional intelligence (EQ) competencies lie beneath great performance for nearly every job tackled by today's workforce. For a hiring manager or interviewer, including these competencies as part of the interview process begs consideration. We're not suggesting that technical skills and abilities be taken for granted. Skills and technical competence must always serve a prominent role in the assessment process. However, a growing body of evidence points to the fact that when technical competencies are equal, eq competencies account for job success in many different positions. in fact, for some positions, eq competencies account for a larger portion of job success than technical competencies. Leadership iq a training and research center that teaches executive and management best practices, conducted a study of more than twenty thousand employees that tracked the success and failure of new hires. After interviewing 5,247 managers, the study's researchers concluded that only 11 percent of employees failed because they lacked the technical competence to do the job. the remaining reasons new hires failed were issues such as alienating coworkers, being unable to accept feedback, lack of ability to manage emotions, lack of motivation or drive, and poor interper sonal skills. These results provide a good indication that including comprehensive eq competencies as part of the interview process gives hiring managers and interviewers access to new and critical information to predict a candidate's effectiveness.

As baby boomers become eligible for retirement and begin to exit the workforce, employers grapple with how to hire and train enough . . .

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