One definition of “emotional intelligence is the ability to identify, use, understand, and manage your emotions in positive and constructive ways” (Segal and Smith). Based on this definition, emotional intelligence does predict job performance because it measures self-awareness, self-management, social awareness, and relationship management (Segal and Smith). Giving prospective employees or managerial candidates emotional intelligence test measures important information such as: the candidate’s ability to fit in with the organization, how the candidate handles stress, whether the candidate has the ability to read the emotions of others, and whether the candidate has the ability to build relationships with others in the company. Yes, based on this information, corporations should utilize emotional intelligence tests to pre-screen job applicants.
Employers want employees who are self-aware as these employees are in tune with their own emotions, aware of their own strengths and weaknesses, and are self-confident in their abilities (Serrat 2). Reliable employees are able to manage their emotions and not act on them, which makes them more trustworthy and conscientious (2). Employees and managers who are able to manage their emotions seem to adapt better to change and new ideas (3). Corporations need to change their products and procedures to remain competitive. If an employee or manager is not able to adapt to these changes, they will experience stress and not perform as well. Negative emotions as well as positive emotions affect fellow employees. If employees are stressed or have a negative reaction to change, this will decrease employee morale across entire departments.
Socially aware managers are able to sense the feelings and perspectives of others (Serrat 3). Managers who are sensitive to their employee’s feelings are able to adjust how they handle performance reviews. For example, if one employee is sensitive, the manager needs to approach the employee with compassion and understanding when discussing negative performance reviews. Yelling at a sensitive employee or making them feel degraded will not produce positive change or improvements in that employee’s performance.
Good employees who are socially aware will succeed in customer service, as they will anticipate the customer’s needs and fulfill those needs (Serrat 3). Socially aware leaders will instinctively know how to develop and encourage each employee (3). Those who understand power relationships in an organization will know who to go to when they need to get something done (3).
Successful leaders are able to influence, communicate, manage conflict, and work with a team (Serrat 3). For example, if a new way of manufacturing a product needs to be implemented, a manager who is socially aware will be able to influence the team in such a way that they see the change as good. The leader will be able to communicate how the change will affect the team.
Those who are good at managing relationships will be able to maintain eye contact (Segal and Smith). In addition, individuals who are good at managing relationships will be able to control their own tone of voice, facial expressions, posture and gestures (Segal and Smith). The point of knowing how to control these factors is to send the intended message. For example, if a person is delivering good news, he or she should look happy, not sad or anxious. Experts at managing relationships will also know when it is acceptable to touch another person during the conversation (Segal and Smith). Finally, those who excel at maintaining relationships will know how to time and pace their speech based on the response of the listener (Segal and Smith).
Managers and employees who excel at managing relationships will be able to perform some of these skills in reverse. When speaking with someone, they will be able to read the other person’s body language such as posture and facial expression.
In order for emotional intelligence tests to be effective in pre-employment screening, the employer needs to know what they are looking for in an employee and how to interpret the results of the emotional intelligence test. Corporations may need to collaborate with a consulting firm to determine exactly what the corporation needs from their employees regarding emotional intelligence. Once those needs are determined, the consulting firm can advise the corporation which emotional intelligence test is the best for their purposes because more than one emotional intelligence tool exists.
Hiring managers should be trained in employee intelligence so that they can read the body language of the potential employees they interview. Corporations should use employee intelligence tests to screen applicants. Businesses want to find the right employees for their corporation. The right employees will fit into the corporate culture and be happy and healthy employees. If an employee does not fit in, that employee will be miserable and perform poorly as a result. For example, a sales department would not want to hire someone who is upset by rejection. Sales people receive many rejections before they receive one sale. In the end, both the employer and the employee will be happier with a good emotional match.
Works Cited
Segal, Jeanne, and Smith, Melinda. “Emotional Intelligence: Five Key Skills for Raising Your
Emotional Intelligence.” Helpguide.org. 2010, Sept. Web. 11 Feb. 2012.
Serrat, Oliver. “Understanding and Developing Emotional Intelligence.”
AsianDevelopmentBank.org. 2009, June. Web. 11 Feb. 2012. http://www.adb.org/documents/information/knowledge-solutions/understanding-developing-emotional-intelligence.pdf.
