The role of emotions – from emotional intelligence to emotional torture and blackmail (if you are from India, read emotional atyachaar) is often the subject of hot debates among HR professionals. However, one thing that everyone agrees upon is: emotions matter, because if they don’t, then nothing else matters – people will have no motivation left to do anything at all.
Emotions matter for business success
The only employees who can guarantee success to businesses are people who are emotionally charged about the business objectives – if they don’t possess the necessary skills in certain situations, they will find people who do, and will get the job done. On the other hand, people who lack emotional attachment to business objectives would never walk the extra mile that brings excellence to the workplace. We all know this.
Emotions and recruitment strategy
Despite emotions being so important to workplaces, there is rarely any discussion on the role of strategizing for emotional quotients when creating a recruitment strategy. It is usually left upon the wisdom and intuitions of recruiters and selectors, and rarely documented.
However, those who believe in excellence in recruitment believe in strategizing for emotional quotients of a job position.
It is elemental that different job positions require different emotional skills and emotional composition.
Have you ever met a stone-faced nurse in a hospital? That’s wrong recruitment unless she possesses some exceptional skills that override that lack of ability to display emotions. Nurses and caregivers are expected to display emotions and visibly empathize with patients and their people – it assures business success.
Display of emotions is job-related behavior in many jobs and need to be treated like other job requirements when creating recruitment and selection strategy.
The role of emotionality in recruitment
Actually, emotionality plays a vital role in person-job and person-organization fits. And both of these fits contribute to job performance, whereas maladaptive emotional responses lead to negative behavior in the workplace.
Therefore, when trying to find the best candidate for a job, we need to ensure that the individual’s emotionality is congruent with the emotions required by the job position and the company culture.
One also needs to understand that individuals differ in their emotional compositions and against the same set of stimuli, different individuals would experience different intensities of emotional experience, would differ in their display of emotions as well as in their behavioral responses. The levels of discomfort experienced on suppression of emotions would also differ among individuals.
However, even though individuals differ in the intensity of feeling, expressing emotions, and differ in levels of pain felt on suppressing emotions – people from similar cultural backgrounds and with equivalent value or belief systems exhibit stable and consistent patterns of emotional responses that can be generalized across different environments and sets of stimuli.
Expert knowledge about generalized patterns of emotional responses coupled with the awareness of differing levels of emotionality among different individuals helps recruiters not only to select the best candidate-fit for a job and company, but also helps to make the job more attractive to the candidate.