Empathy is often the missing ingredient to a good employee or finding one in the first place. Without it, a “what’s in it for me” quick buck mentality can quickly form within the workplace. When missing it helps maintain an ideology, where our perception of perfection measures in one area, being academic ability when there is a full spectrum of considerations needed to truly identify perfection.
It’s also dependent on what context it’s in; Someone might be perfect for a precise job or business but may not be for others. This could be the same role at a competitor but the internal staff structure and culture may not fit. We conclude initial suitability from a CV in shortlisting which is open to misinterpretation or manipulation, and the way companies and agencies engage, can create ulterior motives that can break down trust and communication.
The truth is, being academic doesn’t mean someone knows how to apply it, or whether they’re motivated to either. People can also regurgitate information and still not understand it themselves. It’s the emotional part of the brain that helps dictate which option is preferable/suitable or profitable; it is also what tells us when to stop comparing the features, costs, risks or benefits of different options available to us and deciding what’s best. You simply cannot gauge these abilities from a CV.
As if this wasn’t important enough, emotions also alert us to factors that our conscious, rational awareness can miss, despite their critical importance to us in the future. ‘Gut feelings’ or ‘intuition’ can inform us when something is not quite right about a person, a situation or a business deal, even when they look good on paper.
There’s an example of this in an office scenario most employers could probably relate too. You hire a new member of staff with limited experience placed within an office of experts, and rapport between them and the team is there immediately. They consequently absorb information and the knowledge they need from colleagues quickly as well as integrating well. You then employ someone who’s already an expert who doesn’t agree with the rest of them and the internal communication shrinks, and productivity of that office shrinks with it.
They say knowledge is power, and the more people you know, the more knowledge you have access to which I agree with. When someone works within a company, they retain significant information that could be useful to the rest of the team. That knowledge can be lost if staff don’t get along or have conflicting goals or morals to each other, so it’s key to consider this when recruiting.
Another reason recognising emotional intelligence is important is because it’s the difference between someone retaining useful information and knowing the value of the information in the first place, along with reacting accordingly or informing an employee that would benefit from it. This should be a substantial factor to consider when hiring.The collaboration of like-minded professionals within businesses would make a huge difference to the company’s output. We have utilised a different strategy and service offering to accommodate this.
I guess the big question is, How do you resolve these problems in the recruitment process?
Firstly, we use artificially intelligent semantic searching software with job boards and social media allowing us to identify the best candidates based on online information such as CV’s. But we also include an Interactive Video Platform (IVP) tool in our shortlisting process allowing candidates to submit video responses to automated questions within the applications. This offers employers a greater insight into the suitability of each candidate delivering an emotional and social competency matching mechanism. It also saves a significant amount of time for both while increasing the value of the shortlisting data tremendously. Employers will know who they are interviewing before they’ve met them and conduct live interviews to where convenient. We call this approach Empathic Recruitment ℠.