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The following summarizes five studies that support the idea that
emotional and social factors are important in job success. This
information is an extract taken from a paper by: Cary Cherniss,
Ph.D. - Graduate School of Applied and Professional Psychology -
Rutgers University. The complete paper can be found at the web
site of the Consortium for Research on Emotional Intelligence in
Organizations.
www.eiconsortium.org
Study 1
Experienced partners in a multinational consulting firm were
assessed on the EI competencies plus three others. Partners who
scored above the median on 9 or more of the 20 competencies
delivered $1.2 million more profit from their accounts than did
other partners – a 139 percent incremental gain (Boyatzis, 1999).
Study 2
An analysis of more than 300 top-level executives from fifteen
global companies showed that six emotional competencies
distinguished stars from the average: Influence, Team Leadership,
Organizational Awareness, self-confidence, Achievement Drive, and
Leadership (Spencer, L. M., Jr., 1997).
Study 3
In jobs of medium complexity (sales clerks, mechanics), a top
performer is 12 times more productive than those at the bottom and
85 percent more productive than an average performer. In the most
complex jobs (insurance salespeople, account managers), a top
performer is 127 percent more productive than an average performer
(Hunter, Schmidt, & Judiesch, 1990). Competency research in over
200 companies and organizations worldwide suggests that about
one-third of this difference is due to technical skill and
cognitive ability while two-thirds is due to emotional competence
(Goleman, 1998). (In top leadership positions, over four-fifths of
the difference is due to emotional competence.)
Study 4
At L’Oreal, sales agents selected on the basis of certain
emotional competencies significantly outsold salespeople selected
using the company’s old selection procedure. On an annual basis,
salespeople selected on the basis of emotional competence sold
$91,370 more than other salespeople did, for a net revenue
increase of $2,558,360. Salespeople selected on the basis of
emotional competence also had 63% less turnover during the first
year than those selected in the typical way (Spencer & Spencer,
1993; Spencer, McClelland, & Kelner, 1997).
Study 5
In a national insurance company, insurance sales agents who
were weak in emotional competencies such as self-confidence,
initiative, and empathy sold policies with an average premium of
$54,000. Those who were very strong in at least 5 of 8 key
emotional competencies sold policies worth $114,000 (Hay/McBer
Research and Innovation Group, 1997).
Given that there is a business case for
assessing emotional intelligence, how can this be achieved?
Everything you need to pass
psychometric tests
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