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THE EQ INTERVIEW


By: 
Date: June 10 2008

THE EQ INTERVIEW

Finding Employees with High Emotional Intelligence

A growing body of evidence points to the fact that all technical competencies being equal, it is an employees' emotional intelligence, or EQ, that accounts for his or her on-the-job success. According to a 2005 study conducted by Leadership IQ, a training and research center that teaches executive and management best practices, an overwhelming majority of employees who fail in their responsibilities fail not because of technical job skills, but EQ-related issues such as a tendency to alienate coworkers, inability to accept feedback, lack of ability to manage emotions, lack of motivation or drive, and poor interpersonal skills. But while many companies frequently now spend millions of dollars to assess and train existing employees in the areas of emotional intelligence, little is being done to help hiring managers and interviewers uncover important information about prospective job candidates' use of emotional intelligence on the job.

THE EQ INTERVIEW: Finding Employees with High Emotional Intelligence (AMACOM/Society for Human Resource Management; June 19, 2008; $16.00 Paperback) by Adele B. Lynn gives readers the skills and understanding they need to assess candidates’ emotional intelligence and ensure that they’re the right fit for the job. Co-published with the Society for Human Resource Management, this practical guide explains the five areas of emotional intelligence, and how these competencies enhance job performance. The book then arms interviewers with more than 250 behavior-based questions specially formulated to help determine how applicants have used their EQ in past experiences.

Instead of relying purely on gut instinct and chemistry to predict a person's effectiveness, author Adele B. Lynn explains how behavior-based interviewing can be used to effectively examine past behavior and how that behavior can contribute to a candidate's future success. The book gives readers questions formulated to examine the behavioral consequences or impact of successful results, not just the results themselves. "For example," Lynn explains, "a line manager may have a great production record in his unit, but may have accomplished this goal by ignoring the needs of his peers and may in fact be blind to the goals of the organization."

"Describe a time when you received feedback about your performance and you disagreed with that feedback—what did you disagree with?" "Tell me about a time when you couldn't get support for an idea that you had—what happened, and why was this idea important to you?" These and other questions enable readers to clearly assess every area of a job candidates' EQ, including self awareness and self control; empathy; mastery of purpose and vision; social expertness; and personal influence.

Organizations that don’t consider screening methods aimed at a candidate’s emotional intelligence waste their recruitment efforts. This book gives those making hiring decisions the tools and information they need to avoid costly hiring mistakes…and be confident that they're hiring the best.

About the Author:
Adele B. Lynn
is the founder of The Adele Lynn Leadership Group, an international consulting and training firm that helps leaders forge trusting relationships.  She is a frequent keynote speaker who inspires leaders to create an emotional climate conducive to high performance.  Her company also provides resources for trainers, coaches, and human resource professionals.  Her previous books include The Emotional Intelligence Activity Book, The EQ Difference, and Quick Emotional Intelligence Activities for Busy Managers. She lives in Belle Vernon, Pennsylvania.

Title:  THE EQ INTERVIEW

Finding Employees with High Emotional Intelligence

Author:  Adele B. Lynn

For review copies, call 212-903-8315 or fax 212-903-8083.            
To purchase copies, call 1-800-714-6395
Visit AMACOM online at www.amacombooks.org
 


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