How to Assess, Select, Coach, and Retain Emotionally Intelligent
The ability to select, motivate, develop, and retain
top people is critical to a company's success. If
you want to build a company where people love to work you have to know how
to hire and keep great people. Unfortunately, a poor hire can cost a company
a great deal of money and cause undue distress and wasted time for everyone
involved. Great companies and managers start with optimistic, change-resilient,
and committed people whose values fit the workplace culture. Keeping great
people involves creating a healthy work environment where people can use
all their knowledge, creativity, and skills. Self-managed organizations
create work environments where people can continuously learn and make decisions.
Tracy is Vice President of Human Resources at a fast
growing company in a very competitive market. However,
most of the company's managers are extremely busy and find the hiring process
very boring. Many resent time taken away from "important work" that
needs to be done. Resumes are glanced at. Interviews consist of questions
made up as the interview goes along. Interviewers talk most of the time,
largely selling the virtues of the company. Hiring decisions are frequently
based on impulse. Interviewers rarely find the time to get together as part
of a team and discuss the candidate's work-related competencies. Tracy found
herself exhausted with the process and knew there had to be a better way.
Believe it or not, hiring the right people can be
enjoyable and fun. Managers can easily learn
an innovative method of interviewing, hiring and retaining people based
on a candidate's past performance. Research in the area of emotional intelligence
supports the idea that the ability to communicate effectively with others
is a critical workplace core competency. The selection and assessment process
is a great place to practice these skills.
The first place to start when hiring someone is to
do a job analysis. Identify the critical
success factors or job-specific competencies by interviewing top performers
in that position. The next step is to create a job description based on
a candidate's past performance. If you want to hire great people, first
define exceptional performance. Effective job descriptions define what needs
to be accomplished, not the skills and experience the candidate needs to
have. Research demonstrates that the ability to accomplish desired goals
is a better predictor of future performance than the candidate's level of
skills and experience. Comparable past performance is a good predictor of
What is a competency?
Competencies are behaviors that distinguish effective
performers from ineffective ones. Certain
motives, traits, skills, and abilities are attributed to people who consistently
behave in specific ways. A competency model depicts a set of desired behaviors
for a particular job position or level. A competency model also implies
that such behaviors are predictive of who is likely to be successful in
a position or role.
Two distinct groups of competencies are assessed during
any job interview.
competencies are the specific skills, knowledge, and abilities
required to accomplish any given task at work.
Intelligence competencies refer to an individual's personality
or emotional makeup. They consist of habits, abilities, and
skills that transfer from job to job.
Key Points for Conducting an Effective Interview:
• Successful work behavior requires a mixture
of job and people skills.
• "The single best predictor of future behavior is a candidate's
• Stay focused and conscious. Overcome emotional reactions and remain
in control. Listen 80% of the time.
Preparation is key to a successful, effective
a Job Analysis. Identify critical success factors or job-specific
a job description based on what work needs to be accomplished.
candidate's resume and reference letters.
how long the interview should take, generally 30-60 minutes.
job-specific competency questions. Example: Tell me how you
have used your computer skills to accomplish a specific business
Emotional Intelligence competency questions. Example: Some
problems require developing a unique or different approach.
Can you tell me about a time when you were able to develop
such a different approach? (Inventiveness).
problem behaviors (would cause a competent person to fail)
on Job Rating Sheet.
Unable to manage conflict
if a work sample is necessary and how the skills should be
valid, reliable and job-related pre-employment tests.
During the interview procedure:
specific job skills and education competency questions that
you have prepared.
interpersonal skills competency questions. Emotional Intelligence
competency questions represent approximately 70 % of any interview,
supplemented by other types of questions.
notes, including any potential problem behaviors.
areas for personal and career development.
a Hiring Rating Sheet including ratings on general impression,
interpersonal skills and job-specific competencies, work simulation
observations, test results, references and recommendations
• Each member of interviewing team shares
analysis of candidate's work-related competencies and other job- related
data with the hiring manager and a final decision is made.
Coaching Star Performers:
The most important thing managers can do is to guide
individuals to develop in ways that will prepare them for changes in their
work, increase their job effectiveness and improve their value to the organization. Mangers
can help people take personal responsibility for growth and continuous learning
aligning personal development goals with the organization's business goals.
People want to know how they are doing in their jobs
and how the company is doing in its business. An
increasingly popular and powerful means for managers and employees to get
information on their performance is multi-rater 360-degree feedback. Used
independently or as part of a management development program, multi-rater
360-degree feedback can enhance self-awareness by highlighting what supervisors,
peers, subordinates, and customers see as an individual's strengths and
development needs. It is an exceptionally effective tool for change. No
other organizational action strategy has more power for motivating employee
behavior change than candid feedback from work associates. Multi-source
assessment creates accountability and service to all stakeholders: supervisor,
external and internal customers, including coworkers and direct reports.
In recognition of the importance of human capital, organizations are spending
billions of dollars to enhance human performance using multi-rater 360-degree
The objective of a multi-rater 360-degree feedback
process is to improve the competencies, skills, and behaviors of a single
person or group of individuals. Competencies
have been called the DNA of organizations because they are the essence of
a company's competitive advantage. Organizational core competencies are
those qualities that distinguish an organization's products or services
from those of its' competitors and establish value in the minds of its customers.
A customized set of competencies for a specific position is developed and
individuals are assessed on how well they demonstrate the desired competencies.
Individuals are evaluated both on how they do the job and the results or
outcomes achieved. Using 360-degree feedback instruments, employees can
compare their own perceptions of their skills, abilities, and styles with
the perceptions of others.
Multi-rater 360-degree feedback is a powerful process
for developing people, renewing organizations, supporting a cultural change,
team building, promotion and succession planning, management development,
building learning cultures, and implementing strategic initiatives.
Organizations are flattening hierarchies by eliminating
unnecessary layers of management and putting increased emphasis on empowerment,
teamwork, continuous learning, individual development, and self-management.
The Multi-Rater Model aligns with the organizations strategic vision to
create opportunities for personal and career development and for aligning
individual performance expectations with corporate values. As organizations
change their culture to align with their vision and values, multi-rater
feedback becomes a powerful method to communicate the new competencies required
by the new values.
Multi-rater 360-degree feedback has many well-documented
corporate competencies. Identifies the critical factors that
link job requirements with business objectives.
the focus on customer service.
a high-involvement workforce.
barriers to success.
gives employees, managers, and teams a clear understanding
of personal strengths and areas for development.
positive cultural change.
view feedback from different perspectives as fair, accurate,
believable, and motivational
flexibility of the process makes it meaningful for people at
all levels of the organization.
feedback enhances the effectiveness of individual and team
development, continuous improvement, cultural diversity, change
management, executive coaching, and other company initiatives.
While creating a high-involvement culture, multi-rater
360-degree feedback provides a proactive system that aligns employees' behavior
with organizational expectations. It promotes
the corporate vision, improves employee interpersonal communication, and
provides the constructive feedback most employees strongly desire.
How to keep workers:
The ability to retain top people is critical to a
company's success. Commitment, the bond between people and the organization,
has become the vitamin C of business.
Retaining key people is corporate America 's number
1 problem. A solution means more profitable
companies, happier, more productive employees, and more satisfied customers.
In most organizations, the CEO sets the tone for how
people are treated. Are people valued for
what they do on a frequent, individual basis or are they grouped together
as a line item in the budget?
Managers need to be held accountable for building
a retention culture in their teams and in their departments. Research
from the Saratoga Institute shows that 50 percent of work-life satisfaction
is determined by the relationship a worker has with his or her boss.
Self-managed, agile organizations create work environments
where people can continuously learn and make decisions.
Employers face an unexpected predicament. The
economy is robust, technology is expanding our capacity, and global markets
provide new customers, but companies don't have enough competent people
to get the work done.
Retaining the right people is a strategic imperative. Managers
and employing organizations need to understand what good people want and
meet those expectations Our country's diverse workers want to control
their own destiny, and make significant contributions to society through
Research demonstrates that most people shift their
loyalties to a new employer because of non-monetary reasons. Good
people leave their jobs for the following typical reasons: 1.The company
mission, vision, and values seem incongruent with their experience, 2. Leaders
don't communicate how the employee is valued, 3. Inadequate resources and
information, 4. No opportunity for advancement, and 5. Compensation issues.
There are a number of important strategies that companies
can implement that will provide a solution to keeping valuable people. Which
strategies are needed depends on the particular corporate culture. A comprehensive
corporate culture survey designed and administered to all employees can
help determine which strategies to employ.
Selected Strategies for Retaining Good People:
a Statement of Values
a common vision
an open management style
career growth, learning, and development
exciting work and challenge
flexible, with work hours, dress, work rules, telecommuting
together as a team
trust in senior leadership
competitiveness of rewards
quality of a company's product
opportunities to use skills on the job
employees on a regular basis
leaders who listen and act on employee input
creativity and innovation
a learning culture
rewards based on performance
people involved in decision-making
integrity of a company's business conduct
support with managing change
balance between work and family
coaches or mentors who help employees not only with specific
jobs, but in developing their careers
following this structured map, well-prepared interviewers can
attract, hire, develop and retain great people whose values
and competencies match the company's culture
Working Resources is
a Leadership Consulting, Training and Executive Coaching Firm Helping Companies
Assess, Select, Coach and Retain Emotionally Intelligent People; Emotional
Intelligence-Based Interviewing and Selection; Multi-Rater 360-Degree Feedback;
Career Coaching; Change Management; Corporate Culture Surveys and Executive
Dr. Maynard Brusman
Consulting Psychologist and Executive Coach
Trusted Advisor to Senior Leadership Teams
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