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

Global IT Provider Uses EQ-i® for Graduate Recruiting

Occupational Psychologist at the Dove Nest Group, Karen Moore, recently sat down with Paul Vella of MHS UK to discuss a large-scale, ongoing graduate recruitment project.  Dove Nest is working with a leading global IT solutions provider, incorporating the EQ-i^® into their assessment framework.

The client approached Dove Nest earlier this year seeking help with managing their annual graduate intake, which stands at approximately 100 from an applicant base of between 2500 and 3000 graduates. In the past, the client placed a high priority on academic achievement, and tended to hire those who achieved better grades in their studies. This recruitment method resulted in new hires that, although strong academically, lacked the emotional and social qualities needed to enable them to work well with others and to manage their work loads effectively.

Dove Nest recommended using the EQ-i^® in the selection process in order to assess the key emotional skills that would make the applicants successful within the business. The client agreed, deciding to alter their specifications and lower the emphasis on pure academic results in order to begin looking for graduates with emotional competence, using the EQ-i^® to help identify those graduates with the required skills.

Before beginning the recruitment process, the client commissioned Dove Nest to conduct a performance analysis of a cross section of existing employees who had been recruited through the graduate program over the previous 3 years.

They took 100 employees who had joined from the previous 3 graduate recruitment campaigns, ranked them using their internal performance criteria and tested them on the EQ-i^®. Moderate to strong correlations were found between work-based performance and the following EQ-i^® subscales: Assertiveness (.41), Interpersonal Relationships (.53) and Stress Tolerance (.65). Dove Nest and the client used these findings to engineer a model that identified the graduate applicants most likely to perform highly in their roles due to higher levels of emotional and social competency. The result has been a better-balanced recruitment framework which has allowed the client to hire a better balance of graduates who have been successful academically, and have developed the required emotional and social skills found to be essential to perform effectively in their specific roles.

Firms use Personality tests for best graduates

An article in The Telegraph informs that Blue chip companies are using psychometric personality tests when hiring graduates, as they have found university degrees to be an unreliable indicator of aptitude. Nine in ten employers said they believed psychometric testing of such attributes as logical thinking, ability under pressure and Emotional Intelligence was a more useful way of assessing candidates. A recruiter stated that these soft skills such as leadership, communication and decision making are giving candidates the edge. Employers are looking more carefully at “the journey” towards the final degree, such as extra curricular activities and how motivated a student was at university.

Said the recruiter, “In this increasingly competitive global economy [employers] want individuals who are going to grow within the organization and make a difference, and that is not always reflected in the class of degree.”