Project Description

As we know (based on research and collective wisdom), those who understand and manage themselves and others feel better leaders. These people are able to overcome stress and obstacles and persuade others to reach a collective goal. Solve the conflict with the least error and create stronger teams. They generally show up in the work environment. But many managers have less self-awareness and social skills. They are less compatible with changing world speed and show little sympathy in interacting with others: they do not understand the needs of others – that is, they can not meet the needs of others for bringing together for practical purposes.

One of the reasons why we see a lower proportion of emotional intelligence in the workplace is that it’s not a criterion for us to attract, but we employ people based on their previous birth certificates. Looking for someone who has a reputable university, has high marks and good technical skills and certifications. It’s not important how you can build a strong team or interact with others, and the size of a person’s intelligence is important to us. As a result, we are merely drawing on logical intelligence.

(For more self-awareness is suggested: Test: IQ Image Test)

It is clear that we need the wisdom and experience of individuals in companies, but we also need people who can adapt to their changes, make others aware and persuade, and create the environment by managing the positive and negative emotions that individuals Have the best performance. The problem is that when absorbing only emotional intelligence, we measure and educate people on the basis of tests. But in fact, you can hire emotional intelligence – and this will not cost a lot. If you intend to do this, pay attention to these do’s and don’ts:

Do not need:
Considering the personality test as confirming emotional intelligence
Many tests, although they are effective and designed to measure personality, are not able to measure all aspects of emotional intelligence such as self-awareness, positive attitude towards the future, orientation towards success, empathy, and inspirational leadership. .

Use only from personal report
There are two reasons why this method does not work: First, if one does not have a lot of self-knowledge, how is it possible to evaluate his emotional intelligence? And if he knows this and knows his own weakness, does the job interview really tell the reality of reality?

Use the 360-degree feedback tool
Even if it is valid and like the ESCI Emotional Competency Exercise, it measures such as 360-degree feedback for development, not merely for evaluation. When these tools are used to evaluate, individuals respond accurately with these tools, even though they are prepared to rate them.

musts:
Talk to the advisers
Recommendations (referrals) are not just suitable for understanding the emotional intelligence of job candidates. When you talk to an advisor, you can ask specific questions about the job candidate to show the competence of the person’s emotional intelligence. Learn more about behavioral patterns. In particular, ask how this job candidate treats others.

Interview emotional intelligence
It sounds simple, and many people think that they are doing emotional intelligence interviews. But most of the time, it’s not. Because we allow individuals to have ambiguities in their responses and not be able to ask continued questions. Even when we ask directly about emotional intelligence or suitability, job candidates talk about their ideal and desirable concepts, rather than explaining how they behave. To overcome this obstacle, you can talk about an event-behavior interview. (The theory presented by McClelland, 1998).

Event-Behavior Interview
A powerful way to learn the merits of others is to see their merits during work. To do this interview, do the following:

At the beginning of the interview, make as much space as possible for the interviewee. The goal is to get an informal and intimate sense of the interview. This kind of tune helps you to be sure of the truth. Then ask questions about your background and experience.

Now you are ready to start a behavioral section of the interview. Ask him to think about the recent situation that has faced a difficult challenge and difficult to solve for him or others. Encourage the job candidate to consider himself the main character of this situation. And ask him to choose a situation that ultimately succeeds and is proud. Encourage him first to define a short story. Then, by going to the larger dimensions of the story, ask him some specific questions about the way of thinking, the sense and the things that he did.

Now ask him to describe the unsatisfactory situation. That’s a bad feeling, but he’s got a learning position. Give him a short interview and ask for more details. Finally, ask him to feel good and ask for another successful position.

Now you are ready to start a behavioral section of the interview. Ask him to think about the recent situation that has faced a difficult challenge and difficult to solve for him or others. Encourage the job candidate to consider himself the main character of this situation. And ask him to choose a situation that ultimately succeeds and is proud. Encourage him first to define a short story. Then, by going to the larger dimensions of the story, ask him some specific questions about the way of thinking, the sense and the things that he did.

Now ask him to describe the unsatisfactory situation. That’s a bad feeling, but he’s got a learning position. Give him a short interview and ask for more details. Finally, ask him to feel good and ask for another successful position.

This interview method allows you to think of job candidates to stressful, challenging situations or to other people. You also get information about your sense of position. At least the result will be whether you are aware of your own feelings. You will probably know how to manage your own sense of self and how aware of its impact on others (all of which adds emotional intelligence). And more importantly, you are sure that the person tells the work done and behaved. This is where you will hear more symbols of emotional intelligence.

Event-behavior interviews are not miraculous and only apply the principles for getting more details. Do not worry about asking a person and going to the parts of the story in one or more times. Instead, try to convince them to speak about the various advantages of the situation. Assign your time (this type of interview): this kind of interview may not be done in half an hour, but this time is best spent. If you can see the emotional intelligence of an individual, you will be attracted better. Or you will succeed. In any case, it is the best thing to do in your favor and your organization.

It is suggested to read the following articles for further reading:

– Emotional emotion and its impact on job success

– What is emotional intelligence and how can it be improved