Using Emotional Intelligence in Selection

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Using Emotional Intelligence in Selection

• Michelle Caldarelli
• Monday March 6th, 2006

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Consider the Following

• I stay relaxed and composed under pressure
• I can receive feedback or criticism without
  becoming defensive
• I am aware of how my behavior impacts others
• I pay attention listen without jumping to
  conclusions
• I communicate my needs and feelings honestly

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Agenda

• What is emotional intelligence?
• Evolution of emotional intelligence
• Golemans emotional competencies
• Impact on the organization
• Why use it in selection
• Measurement
• Criticisms
• Conclusion and suggestions

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What is Emotional Intelligence?

• Emotion
• feelings that signal information about
  relationships
• Intelligence
• the capacity to carry out abstract reasoning
• A type of intelligence or skill that involves
  the ability to perceive, assess and positively
  influence ones own emotions and the emotions of
  others.
• One of many definitions offered

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Roots of Emotional Intelligence

• 1930s E. L. Thorndike
• Concept of social intelligence
• 1940s David Wechsler
• Non-cognitive aspects of intelligence are
  essential
• 1980s Howard Gardner
• Multiple intelligence
• 1990s Salovey and Mayer (ability based view)
• Coined the term
• 1990s Daniel Goleman (trait based view)
• Built on the work of Salovey and Mayer

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Golemans Five Emotional Competencies

• Emotional intelligence provides the foundation
  for emotional competencies
• 1. Knowing your emotions
• 2. Managing your emotions
• 3. Motivating yourself
• 4. Recognizing emotions in others
• 5. Handling relationships

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Importance for Organizations

• Enhances organizational effectiveness
• Recruitment
• Development of talent
• Teamwork
• Employee commitment and productivity
• Organizations are no longer stable, predictable
  structures
• Need the ability to adapt to change and manage
  relationships.

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Importance for Organizations

• Those with low levels of EI prone to
  counterproductive behaviour
• Successful leaders are found to possess high
  levels of emotional intelligence
• Anticipate, cope with, and manage change
• 70 of the climate is driven by the leader

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Selecting for Emotional Intelligence - why use it?

• Quickest way to increase EI competencies in the
  organization
• Selection must include a method for identifying
  competencies in candidates
• EI can be taught, but the process is lengthy
• One of the key differentiators between typical
  and outstanding performers
• IQ will only take you so far

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Selecting for Emotional Intelligence - why use it?

• IQ alone is not a good predictor of job
  performance.
• Can look good on paper and possess all the
  cognitive abilities but not be able to handle
  change.
• Success stories
• US Air Force
• LOreal

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Measurement of Emotional Intelligence

• Several tests exist
• EQi Bar-On Emotional Quotient Inventory
• Trait based measure
• Little difference from traditional personality
  factors
• Does not improve on predictions made by measures
  of cognitive ability and personality.
• Significant differences based on age
• No significant differences based on racial,
  ethnic groups or sex

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Measurement of Emotional Intelligence

• MSCEIT Mayer Salovey Caruso Emotional
  Intelligence Test
• Ability based measure
• Only one of the scales (Emotional Perception)
  found to be correlated with individual task
  performance
• None of the other scales predicted individual
  performance or group performance
• No significant differences shown between races or
  sexes

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Criticisms of Using Emotional Intelligence

• No agreed upon definition
• Difficult to know what is meant by the construct
  and how to identify it as a job requirement.
• Measurement issues
• Lack of sound research, relatively new
• Quantifying intangibles (subjectivity)
• Reliability
• Face validity
• Predictive validity
• Little published evidence to support using EI

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Concluding Thoughts and Suggestions

• Insufficient data to justify basing selection
  decisions on EI measures
• Better suited for specific positions over others
• Top management, sales employees, team leaders
• Blend with proven methods
• Behavioural interview questions and assessment
  centers
• Flexibility, Team work, Innovation,
  Communication, Social comfort

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Concluding Thoughts and Suggestions

• Additional research needs to be done before it
  can be fully incorporated into selection
  decisions
• Focus on the ability based concept

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Thank you

• Any questions or comments?