hiring executives with emotional intelligence and … executives with emotional intelligence and...
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Hiring Executives with Emotional Intelligence and Technical Competence
Presented by: Mike Ruffin, Senior ConsultantJoe Durham, Senior Consultant
Mecklenburg County
Our Project TeamLEAD CONSULTANT:• Stephen Straus, Ph.D. – retired faculty –
NCSU MPA and UNC School of Government; President of Developmental Associates
Heather Lee, Ph.D. –Organization Psychologist
Mike Ruffin – Retired Durham County Manager
Joe Durham – Retired Wake County Deputy Manager
Recruitment Methods
• Targeted Recruitment • Social Media• List Serves• Ads in Leading Publications
Screening Methods• Structured Telephone Interviews by Senior Consultants
• Electronic Survey • Google Media Search• Administration of an Emotional Intelligence Psychological Inventory (validated for employment), the EQ‐2.0
The EQ‐i2.0 model
Copyright (C) 2011 Multi‐Health Systems Inc. All rights reserved. Based on the Bar‐On EQ‐i model by Reuven Bar‐On, copyright 1997.
Cost of a Bad Hire Up to 5 times annual salary and benefits What are the intangible costs of hiring the wrong person, particularly in an executive position?
Return on Investment with multiple selection methods is high
Candidate Assessment Best Practices:1. Design simulation exercises that simulate the
challenges faced by the MCHD such as: • Staff Meeting demonstrating team leadership, proactive problem solving, and interpersonal skills
• Presentation demonstrating subject matter expertise and ability to answer challenging technical questions
• Written plans demonstrating change management skills
2. Establish Objective Criteria to Measure• Train neutral assessors (from outside the County) on applying the criteria
• Use team approaches to assessment to reduce bias and misinterpretation
Candidate Assessment Best Practices:
3. Answer Keys compare Apples to Apples Effective grading indicates the need for an answer key yet in hiring we often go with our “gut”.
We tend to overestimate how often our intuition is correct
Answer keys identify the correct answers as decided by the hiring entity, not each individual on the search committee.
Answer keys focus on behaviors – what you can observe, not inferences – evaluations and opinions.
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Candidate Assessment Best Practices:
Summary of Principles of Hiring Executives with Emotional Intelligence and Technical Skills
1. Customize the process to your position and organization2. Reduce guesswork. Direct assessment (simulations)
reduces error dramatically over indirect assessment (e.g. inferring from a situational interview question)
3. No method or combination of methods is fool proof. Any assessment process that can enable you to predict between .50‐1.00 of job performance is a significant improvement over traditional methods.
4. Use multiple methods with answer keys – When you obtain similar information from different methods, you can have more confidence in the results.
5. Interactive technical competencies – If a candidate has knowledge, that is no guarantee that he/she has skill.
“Experts in the field of Emotional Intelligence toenhance individual and organizational performance
Heather Lee, PhD, [email protected]
Korrel Kanoy, [email protected]
Steve Straus, [email protected]
http://www.developmentalassociates.com/