It Takes EQ, Not Just IQ
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Emotional Intelligence Is Back
In this era of customer empowerment, managers that focus on Emotional Intelligence (EI) find valuable aid in the selection, recruitment and development process. Emotional Intelligence is all about an individual’s ability to understand emotions and act appropriately. Human resource (HR) managers find selection indicators such as intelligence, education, personality and experience adequate in qualifying a candidate for a job, but it’s not enough to predict performance.
The ability to understand the behavioral patterns of candidates is essential to the human resources department. What has been recently discovered is that communication—the key feature in relationship theories—is connected to Emotional Intelligence, a predictor that can be measured by what is termed as EQ or Emotional Quotient.
Emotionally intelligent employees are able to form strong relationships because they can communicate effectively and are able to cope well with stressful situations in the workplace. EQ can also be strengthened and be developed over time, by implementing EQ assessments. HR managers ought to use and integrate these instruments into their standards for selection and development.
Planning the succession of senior leadership is critical to an organization's success, and selecting the right candidate to hire or promote becomes simpler. Furthermore, EQ helps to identify individual specific strengths and weaknesses so that training and coaching can be designed to develop skills that contribute to future leadership.
Hiring Candidates with the Right Skills
Efficiency in day-to-day duties is one of the main tasks of employees. However, this includes the employee's ability to listen, build a rapport with a customer, engage in a dialogue and solve problems in the workplace. The ability to handle work pressures, are areas where candidates need to excel and not get hijacked due to stressful emotional situations. Issues of self-control, self-esteem and self-motivation are areas linked to the emotional quotient. Identifying and growing these effectiveness skills is essential for performance.
When employees, management and managers can be profiled for EQ it makes it easier for human resources to determine, coach and develop "star performers."
Are You Leveraging the Emotion Quotient in Your Organization?
The Emotional Intelligence factor is a good return on investment when it comes to the selection and retention of employees. Profiling candidates through EQ testing helps create a corporate culture imbibed with an atmosphere of teamwork and leadership.
Organizations cannot afford to have customers (both internal and external) complain about inadequate support due to the indifferent attitude of employees. Irate customers too cannot be dismissed without a polite word and an attempt to solve their issues. In short, employees with a good EQ and the right coaching will be able to contribute significantly to the success and profits of the organization.
In this era of customer empowerment, managers that focus on Emotional Intelligence (EI) find valuable aid in the selection, recruitment and development process. Emotional Intelligence is all about an individual’s ability to understand emotions and act appropriately. Human resource (HR) managers find selection indicators such as intelligence, education, personality and experience adequate in qualifying a candidate for a job, but it’s not enough to predict performance.
The ability to understand the behavioral patterns of candidates is essential to the human resources department. What has been recently discovered is that communication—the key feature in relationship theories—is connected to Emotional Intelligence, a predictor that can be measured by what is termed as EQ or Emotional Quotient.
Emotionally intelligent employees are able to form strong relationships because they can communicate effectively and are able to cope well with stressful situations in the workplace. EQ can also be strengthened and be developed over time, by implementing EQ assessments. HR managers ought to use and integrate these instruments into their standards for selection and development.
Planning the succession of senior leadership is critical to an organization's success, and selecting the right candidate to hire or promote becomes simpler. Furthermore, EQ helps to identify individual specific strengths and weaknesses so that training and coaching can be designed to develop skills that contribute to future leadership.
Hiring Candidates with the Right Skills
Efficiency in day-to-day duties is one of the main tasks of employees. However, this includes the employee's ability to listen, build a rapport with a customer, engage in a dialogue and solve problems in the workplace. The ability to handle work pressures, are areas where candidates need to excel and not get hijacked due to stressful emotional situations. Issues of self-control, self-esteem and self-motivation are areas linked to the emotional quotient. Identifying and growing these effectiveness skills is essential for performance.
When employees, management and managers can be profiled for EQ it makes it easier for human resources to determine, coach and develop "star performers."
Are You Leveraging the Emotion Quotient in Your Organization?
The Emotional Intelligence factor is a good return on investment when it comes to the selection and retention of employees. Profiling candidates through EQ testing helps create a corporate culture imbibed with an atmosphere of teamwork and leadership.
Organizations cannot afford to have customers (both internal and external) complain about inadequate support due to the indifferent attitude of employees. Irate customers too cannot be dismissed without a polite word and an attempt to solve their issues. In short, employees with a good EQ and the right coaching will be able to contribute significantly to the success and profits of the organization.
Tags:
human resources
talent management
training
emotion quotient
Recruiting
coaching
retention
talent acquisition
sourcing
ITESA
Keith Fiveson
