Recorded Webinar: The Power of Emotional Intelligence in Recruitment and Hiring with Bob Anderson

The strength of emotional intelligence is in its application. Since emotional intelligence can be measured, the snapshot of emotional and social competencies can aid in pointing you to the right hires. This will, in turn, lead to the selection of emotionally intelligent, emotionally healthy and the most-likely successful employees.

Join this TrainingIndustry.com webinar, sponsored by MHS, as we show you how emotional intelligence can be used as part of a sound recruiting process, leading to higher retention rates and reduced turnover. Bob Anderson will show you how the recruitment and selection process can be more reliable and efficient, resulting in significant cost savings, improved employee effectiveness and increased morale for your organization.

In this recorded webinar, you will learn:

• The potential cost savings from the use of emotional intelligence in recruitment and selection.

• How to conduct a behavioral interview delving deeper into EQ-i subscales.

View the recorded webinar here

Million Dollar ROI!

 

New USAF study says EQ-i will save them millions

It takes some pretty specialized training to become a Pararescue Jumper. For the United States Air Force (USAF), training potential grads is a lengthy and expensive process. In 2009, each pararescue trainee spent 21 months in training focused on airborne skills, combat diving, underwater egress, and in paramedic and apprenticeship programs. When you factor in all the flight time and specialized equipment, the price tag checked in at $250K per grad. So it’s no wonder the USAF began looking into ways to increase training efficiency. Aware of a successful emotional intelligence-based employment screening and training program used with their recruiters, the USAF decided to partner once again with MHS to determine if they could achieve more cost savings. 

Why it was worth a look

Back in 1995, USAF recruiters were suffering from high rates of first-year turnover. In their efforts to increase recruiter retention, the USAF used MHS’s EQ-i assessment of emotional intelligence to study the differences between successful and unsuccessful recruiters. Using their findings from the study, the USAF developed a pre-employment screening system that led to a 92% reduction in first-year turnover and resulted in $2.7-million in training cost savings in the first year alone. A report to a congressional sub-committee stated that Air Force recruiters are twice as productive as recruiters in other branches of the armed forces. (Gourville, 2000; Handley, 1997).

Encouraged by the EQ-i’s ability to predict successful recruiters, the USAF and MHS teamed up to examine whether emotional intelligence testing could improve selection and development for two other high-cost-training jobs: Pararesuce Jumper (PJ) and Explosive Ordance Disposal (EOD).

Accurate EI testing = Better selection + cost reductions 

In 2009, the USAF assessed their Pararescue division using the EQ-i assessment.  The EQ-i is a standardized test that measures how an individual rates him- or herself across 15 emotional and social factors. Five factors were linked to successful completion of the PJ program: Flexibility, Optimism, Self-Regard, Happiness, and Reality Testing.

Figure 1:  Better Recruits in the USAF

Source:  MHS

In fact, trainees who scored higher in these areas were two to three times more likely to successfully complete the PJ program. This powerful information will be used by the Air Force to offer guidance to trainees regarding their potential for successful completion of the program.

By using the MHS EI-based model, the USAF predicts a 72–74% potential increase in training efficiency. The Air Force estimates the potential savings/cost avoidance of trainees with the requisite EQ-i skills entering the Pararescue training to be approximately $19 million per year. A preliminary study of EOD trainees is showing a different skill profile that could yield cost savings in the millions.  

If you would like information about how MHS can help you achieve bottom-line results through the EQ-i assessment, please call 1-800-456-3003 or email growyourbusiness@mhs.com.

EI and ROI: Ten Case Studies in Your Back Pocket

 

Like most consultants and HR professionals, you need to be bottom-line focused and show real results in order to get buy-in from key decision makers.  When it comes to selling the benefits of Emotional Intelligence and specifically, the EQ-i, we know that this imperative certainly applies. Perhaps this imperative is required even more when it comes to EI because CEOs and Directors need even more proof that the often-thought-of “soft” emotional intelligence skills can indeed deliver “hard-line” results. 

The following white paper helps to overcome the challenges you may face from skeptical decision makers. It highlights our ten best EQ-i case studies from MHS, showcasing the real bottom-line results achieved by some top name companies.

In this shareable pamphlet, you will see clear statistics that link the EQ-i to:

• Higher sales and profits
• Improved customer satisfaction
• Increased performance potential
• Decreased attrition rates
• Reductions in training costs

 Get buy-in on your emotional intelligence initiative:

 Download the “EI and ROI” case study white paper

Resiliency, Teaching, and Emotional Intelligence

I’ve already reported on a number of studies linking emotional intelligence in educators and school principals to various performance criteria, but there always seems to be room for more validation studies. A recent dissertation by Aileen Thompson Bumphus looked at the relationship between resilience and emotional intelligence in educational leaders.

The study was designed to help in advancing the recruitment, identification, development, and retention of effective school leaders. Aileen looked at a group of 63 public school principals from five states – Florida, Georgia, Louisiana, Mississippi, and Texas. These leaders were administered the EQ-i, a measure of resilience, and a leadership questionnaire.

Aileen found a significant positive relationship between self-reported emotional intelligence and resilience among school principals. When she added school leadership into the model, the relationship became stronger, indicating that school leadership played a significantly positive role in the relationship between emotional intelligence and resilience among school principals.

In addition, a principal’s general mood, as measured by the Emotional Quotient Inventory (EQ-i) was a significant predictor of resilience. Aileen’s research supports previous studies, which showed a strong positive relationship between a school principal’s emotional intelligence and leadership. Specifically, the strong relationship was found to be between the principal’s self-perception of leadership and the Intrapersonal and Interpersonal Emotional Quotient (EQ) subscales on the EQ-i.

Reference: Bumphus, Aileen Thompson. The emotional intelligence and resilience of school leaders: An investigation into leadership behaviors. Abstract and full article available from the American Psychological Association (APA).