read the case study and aswer the questions.

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Question 1 (25 points)

Identifying Emotional Intelligence in Job Candidates: Creating an Inventory of

Interview Questions

Hiring for Emotional Intelligence

uiz Information

The Quality Improvement and Innovation Team (QIIT) team at The Family Vine needs

a new team member, because one member has decided to take a job with a

competing company. The departing member was not the easiest to work with, aperson who was unfortunately stubborn and quick to anger. The iteam has beencharged with hiring anindividual who possesses bothth he job skills and the emotional

intelligence (El) to contribute to the team and to build sound relationshipswith

company stakeholders.

The ideal employee for the open QIIT position will research communication practiceswithin the organization and recommend strategies for managing key stakeholdersoutside of the organization. The new employee will also be expected to presentseminars and workshops on El, instructing company personnel on methods for

applying practices aand principles.

Absence of El created some chaos and dangerous situations at The Family Vine; thedeparting team member showed anger when feedback was given and had difficultybuilding relationships. Sometimes emotions got in the way of making soundPage

decisions, or led to communication breakdowns. The team wants a rw teammember who is adept at perceiving emotions and who can accessand govern theiremotions to think more clearly and promote growth. Simply put, the team is lookingfor candidates who are aware of their emotions and therefore will not override goodjudgment, rational thinking, and decision-making. They want someone with the abilityto stay calm under immense pressure when working with the team, with other teamsstakeholders at the company, and with customers, suppliers, and consultants.

Quiz Information

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The Culture at The Family Vine

A leader in the sales of wine and liquor to stores, restaurants, hotels, and bars, TheFamily Vine Liquor Company has grown from a small family-owned operation to alarge distributor in 17 states. With heavy competition in the beverage alcohol industry,The Family Vine believes customer relationships are strengthened through fair

pricing, extensive customer care, ethical business practices, and providing customerswith consulting assistance to enhance their sales strategies.The Family Vine believes in innovation and quality enhancement and formed the QIITto develop solutions to fulfill internal and external needs. The QIIT prides itself oncamaraderie and synergy; their work is highly sensitive, so working as a unified force

has been a mainstay of the team. The team oversees organizational problems,

process and productivity enhancement, and employee leadership and career 1:57:35 remaining

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development. They often train other teams on dealing with touchy customers andsuppliers. I he team believes staff and leadership can use better communicationskills, more anger management training, and more conflict resolution workshops.Chrusciel (2008)

Emotions Can Derail Careers

Information

states that the ability to recognize, own, and shape our emotions isthe master skill for deepening relationships with coworkers, increasing influence inthe workplace, and amplifying our ability to turn ideas into results. When emotionsare effectively controlled, people can stay cool, look at things objectively, and makebetter decisions.

The job interview is an opportunity for the interviewer(s) to listen and evaluate acandidate's experiences, successes failures, and values, and then determine if thisperson can contribute to the organization and remain emotionally intelligent whenworking with others. Most interviewers want to know if a candidate is a fit for thecompany culture and to determine if the employees and managers would enjoyworking with the candidate.

Preparing a list of qualifications and duties for a given job description is not enough -the job candidate must be able to prove that she or he is emotionally intelligent andan build relationships with internal and external stakeholders, solve problems withother employees, and make decisions with the team they are part of. The problem is that most managers may have different interpretations of what El is and are often unsure about how to determine if a job candidate has it.

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Core Constructs of Emotional Intelligence

There are three El core constructs that can help focus most job interviews:1. Self-awareness and self-regulation - the candidates understand the needs and

Quiz Informationa

wants that drive them and how those traits affect their behavior; the candidate

regulates their emotions so that any fear, anger, or anxiety experienced does not

make them lose control.

2. Reading others and recognizing the impact of his or her behavior on them - thecandidate has well-developed emotional and social "radar" and can sense how his or

her words and actions influence colleagues and other key stakeholders.3. The ability to learn from mistakes - the candidate can acknowledge his or her mistakes, reflect critically upon them, and learn from them.

Lynn (2004) states that conducting moreinterviews with a list of candidates is not the

answer to finding the right candidate. Job interviews should be used to really listen toand try to understand the candidate's experiences, successes, failures, and values,and then determine if this person could contribute to the organization and beemotionally intelligent when interacting with others.

Interviewers need a method to determine the El - emotional awareness and control -that a candidate may possess. Goleman (2009) believes there is a need to discoverthe El of job candidates, because it is a focus on personal qualities such as initiative,empathy, optimism, resilience, adaptability, and persuasiveness - all of which aremandatory for personal and organizational success.

These skills can be tough to discover in interviews: prudent candidates have readymade, honed answers. So, if they ask a candidate about a relationship struggle, ateam-building challenge, or a stressful situation, the search team may hear anelevator pitch: how they are "people persons" who can solve any problem.The best employees willingly and capably follow directions or can sort things out ontheir own. These are basic, necessary job skills as is an employee's ability to satisfyjob requirements. Goleman (2009) posits that they (job candidates) must alsopossess more interpersonal skills and believes that the ability to inspire, influence,and develop others, while managing conflict and stress is seen as the next level ofcompetence that must be present in both management and individual contributorroles. Employees will advance at their place of work if they are both job-task capable and emotionally savvy. | Page 1:

Asking the Right Questions to Find the Right Hire

The QIIT is adamant that existing and new team members must possess El skills in order to succeed in the position at The Family Vine. They have decided to build an inventory of questions to determine whether job candidates possess El, can promote

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it, and can apply it.I he QIl I manager hired a candidate in the past who talked a good game but was not what they appeared to be. This approach led to "hiring in a hurry" and did not secure

Quiz Information

the best person for the job. This time around, to identify the ideal emotionally controlled candidate, the QIIT interviewers must develop a plan that can give insight

into the following critical areas:

specific El skills needed for success in the position - both task (job-related)

and relationship (people related);

. a way to determine if a job candidate possesses El skills, such as a

comprehensive model of inquiry;

clues to indicate a candidates' responses may be genuine and that El has

been applied in past work requirements;

tasks to help the new hire integrate into a position for both task and El performance effectiveness.

Questions. 1. Outline the four types of El and the benefit each provides to create a workenvironment where teams can communicate without provoking emotionally charged dialogue. 2.list effective approaches for determining EI and strategies for applying it in the workplace. 3.suggest a plan for practicing EI in specific workplace challenges that are perpetually emotionally charged.

use the subject principles and theories to answer the questions and mention where applicable. answer each in detail