There’s nothing new about the concept of emotional intelligence. The term became a part of the standard business lexicon in 1995 when author and psychologist, Daniel Goleman, analyzed jobs at 121 organizations. He found that 67 percent of the 181 competencies that distinguish the best performers at work are emotional competencies. When compared to Intelligence Quotient (IQ) and expertise, emotional intelligence mattered twice as much. Today, with the power of emotional intelligence (EI) now broadly recognized, many companies have incorporated EI assessments into their performance review and succession planning processes. However, few have found a way to incorporate EI assessments into their interviewing and candidate evaluation processes.
To increase the chances of making sound hiring decisions, many organizations subject candidates to an extended interview process. According to author and leadership consultant, Adele B. Lynn, conducting more interviews is not the right answer. “What’s needed are better interviews—interviews that measure candidates’ emotional intelligence.” The subjective data obtained from incorporating EI assessments into the interview process for executive roles could give your business a significant competitive edge.