Emotional and social competency inventory - Korn Ferry

Emotional and social competency inventory

RESEARCH GUIDE AND TECHNICAL MANUAL

Emotional and social competency inventory

Research guide and technical manual

This document contains proprietary business information of Korn Ferry and may be used by our clients solely for their internal purposes. No part of this work may be copied or transferred to any other expression or form without a license from Korn Ferry. This document should not be shared with other organizations, consultants, or vendors without the express written permission of Korn Ferry.

For the sake of linguistic simplicity in this product, where the masculine form is used, the feminine form should always be understood to be included.

? Korn Ferry 2017. All rights reserved.



ESCI Research guide and technical manual Version 17.1a--04/2017

Emotional intelligence is the capacity for recognizing our own and others' feelings and for managing emotions effectively, including motivating ourselves and others.

Introduction

Emotional and Social Competency Inventory ? Research guide and technical manual

This research guide and technical manual provides a detailed technical description of the Emotional and Social Competency Inventory (ESCI). Developed by Richard Boyatzis, Daniel Goleman, and Korn Ferry Hay Group, the ESCI is used to assess and develop leaders' and individual contributors' emotional and social intelligence competencies.

The manual introduces the ESCI model and competencies, provides guidance on its use, and delves deeply into its psychometric-based properties, including the recent review of the ESCI database and norm update.

It also summarizes a number of empirical studies conducted by Richard Boyatzis, Korn Ferry Hay Group, and many other researchers that validate the ESCI and the behavioral measurement of emotional and social intelligence.

Richard Boyatzis

Distinguished professor of organizational behavior at the Weatherhead School of Management at Case Western Reserve University

Boyatzis' partnership with Korn Ferry Hay Group resulted in a validated behavioral measure of emotional intelligence. His research explores how people and organizations engage in sustainable, desired change, and his publications include Primal Leadership: Learning to Lead with Emotional Intelligence with Daniel Goleman and Annie McKee.

Daniel Goleman

Co-Director of the Consortium for Research on Emotional Intelligence in Organizations

In Working with Emotional Intelligence, Goleman presented studies of the competencies that distinguish outstanding performers in a large range of organizations, resulting in the development of the ESCI. He co-founded the Consortium for Research on Emotional Intelligence in Organizations, catalyzing research on the contribution of EI to workplace effectiveness.

Contributors

Richard Boyatzis, Distinguished Professor of Organizational Behavior, Case Western Reserve University Samantha Guise, Technical Author, Korn Ferry Hay Group Sarah Hezlett, Senior Assessment Scientist, Korn Ferry Institute Paula Kerr, Senior Manager, Korn Ferry Institute Stephen Lams, Talent Product Manager, Korn Ferry Hay Group

? Korn Ferry 2017. All rights reserved.

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Emotional and Social Competency Inventory ? Research guide and technical manual

Summary

Why EI continues to make a difference

When emotional intelligence (EI) became part of our everyday language in the 1990s, two decades of research had already established the significance of competencies. Derived from studies of performance, and using self and others' perceptions, competencies demonstrated strong relationships to important workplace outcomes. Richard Boyatzis and Dan Goleman's work focused on a specific group of competencies that were showing strong relationships to outstanding performance for leaders and individual contributors: the emotional and social intelligence (SI) competencies.

Since then, interest in and measurement of EI has grown globally. Korn Ferry Hay Group's ongoing development work with Boyatzis and Goleman has resulted in the Emotional and Social Competency Inventory (ESCI), a validated measure of emotional and social intelligence and an extensive source of behavioral data. It is used by business organizations, education institutions, researchers, and independent consultants and coaches.

Since our last review in 2010, the ESCI database has grown from 4,000 to nearly 80,000 participants, from 42,000 to nearly 700,000 non-self raters, and from 270 to over 2,200 organizations. Based on this growth, Korn Ferry Hay Group has updated the ESCI global norms, reviewed its psychometricbased properties, and gathered the most recent research so that practitioners can share the most current findings.

What this manual covers

This research guide and technical manual presents an update on the ESCI's psychometric-based properties and a summary of recent research studies and findings. It includes:

Reliability data: A reassessment of the ESCI's internal consistency with a much larger and more diverse sample, as well as interrater estimates.

Validity data: Summaries of validity studies carried out with the ESCI or ESCI-U (the education/ university version). These include Korn Ferry Hay Group's review of ESCI data alongside our other measures of leadership and employee effectiveness and several independent research studies carried out with participants in a range of roles and organizations.

Effect size data: A more practical alternative to norm tables, providing the opportunity to quantify and explore differences between participant groups by region, country, age, gender, job family, job level, and industry. These data also explore interesting differences between participants' self scores and rater scores, reinforcing the importance of gathering 360-degree behavioral data.

The manual includes a full introduction to the ESCI model and its 12 competencies and how they are measured, scored, and reported. It describes the development of the ESCI and ESCI-U. It also provides ESCI practitioners with guidance on how to use the ESCI and ESCI-U to deliver meaningful feedback that equips leaders, employees, and students to develop their capabilities in the competencies that can make the biggest difference to their own and others' overall performance.

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? Korn Ferry 2017. All rights reserved.

Emotional and Social Competency Inventory ? Research guide and technical manual

What the 2016 ESCI data reveal

Our own review of ESCI data in relation to other key behavioral data, alongside the independent ESCI studies, has reinforced the central role that emotional and social intelligence competencies play in employee and leadership performance.

EI supports employee and leadership performance

Independent studies continue to spotlight emotional and social intelligence competencies as differentiators of outstanding performance across a range of roles. They confirm that 360-degree behavioral measures, such as the ESCI, are valuable predictors of performance.

Emotional self-awareness remains the cornerstone of EI

Confirmed as a solid foundation for a range of capabilities, individuals who demonstrate Emotional self-awareness consistently are also likely to:

Demonstrate an average of 10 ESCI competencies consistently (ESCI strengths).

Make frequent use of four long-term leadership styles that have the most positive impact on their team's work climate and performance. (See "Does EI strengthen a leader's approach?" in Section 3.5.1.)

Create the most positive work climates for their team members.

EI as a key predictor of leadership effectiveness

A number of ESCI competencies are emerging as predictors of leadership effectiveness:

Leaders with high scores in Conflict management are likely to make frequent use of four longterm leadership styles and restrain their use of the two short-term styles, consequently creating the most positive climates and having team members who intend to stay five years or longer.

Inspirational leadership and Empathy follow close behind in their positive relationships with long-term leadership styles, team climate, and employee retention.

EI as a key predictor of employee effectiveness, engagement, and innovation

Higher ESCI competency scores relate to increased employee effectiveness scores across all drivers of employee engagement and enablement:

Demonstrating six or more ESCI competencies consistently can equip a leader to make frequent use of the long-term leadership styles, create a positive team climate, and encourage a majority of team members to stay five years or longer.

Demonstrating three or fewer ESCI strengths relates to below average leadership strength and a majority of team members planning to leave within five years.

Demonstrating no ESCI strengths typically results in bottom quartile leadership strength and over 10% of team members planning to leave within just one year.

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