ESCI User Guide

Emotional and social
competency inventory (ESCI)

A user guide for accredited practitioners
Prepared by L&T direct

and the McClelland Center
for Research and Innovation
Hay Group, June 2011
2011 Hay Group. All rights reserved.
www.haygroup.com
The emotional and social competency inventory (ESCI) user guide

The purpose of this user guide is to provide accredited EI practitioners with background
information about the ESCI. The guide complements the materials that practitioners receive
during their accreditation program and it summarizes relevant statistical analyses and
research studies conducted by Boyatzis and others to which practitioners can refer.
About Hay Group

Hay Group is a global management consulting firm that works with leaders to transform
strategy into reality. We develop talent, organize people to be more effective and motivate
them to perform at their best. Our focus is on making change happen and helping people and
organizations realize their potential.
We have over 2600 employees working in 85 offices in 49 countries. Our clients are from
the private, public and not-for-profit sectors, across every major industry. For more
information please contact your local office through www.haygroup.com.
Accreditation with Hay Group allows coaching and development specialists to deliver
expert feedback using our powerful assessments tools. It also provides:
membership of the Hay Group accredited network
direct support from our diagnostic processing teams
access to Hay Groups wide range of learning resources
research findings and benchmarking drawn from the data from thousands of managers.
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Table of contents
What is emotional and social intelligence?..............4
Development of the ESCI ...........................................6
Using the ESCI ............................................................9
How the ESCI is scored............................................10
Delivering ESCI feedback.........................................11
Reliability ...................................................................13
Validity .......................................................................15
Norms.........................................................................23
References.................................................................33
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What is emotional and social intelligence?

Emotional intelligence is the capacity for recognizing our own feelings and those of others,
for motivating ourselves and for managing emotions effectively in ourselves and others. An
emotional and social competency is a learned capacity, based on emotional intelligence,
which contributes to effective performance at work.
The measurement of emotional and social intelligence
The emotional and social competency inventory (ESCI) is a 3600 survey designed to assess
12 competencies that differentiate outstanding from average performers. The ESCI
measures the demonstration of individuals behaviors, through their perceptions and those
of their raters, making it distinct from measures of EI that assess ability or personality
preferences.
The emotional and social intelligence competency model
The 12 competencies cover four distinct areas of ability:
Self-awareness
ACTIONS
AWARENESS
SELF
OTHERS
Selfawareness
Social
awareness
Recognizing and understanding

our own emotions, captured in
the competency:
Emotional self-awareness
Self-management
Effectively managing our own

emotions:
Emotional self-control
Achievement orientation
Positive outlook
Adaptability
Social awareness
Selfmanagement
Relationship
management
Recognizing and understanding

the emotions of others:
Empathy
Organizational awareness
Relationship management
Performance
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Applying our emotional

understanding in our dealings
with others:
Influence
Coach and mentor
Conflict management
Inspirational leadership
Teamwork
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The competencies measured by the ESCI

Each emotional and social competency is carefully defined so that it is distinct from the
others, easy to comprehend and properly summarizes its behavioral indicators. The
definition of each competency is as follows:
Self-awareness
Emotional self-awareness: the ability to understand our own emotions and their effects
on our performance.
Self-management
Emotional self-control: the ability to keep disruptive emotions and impulses in check
and maintain our effectiveness under stressful or hostile conditions.
Achievement orientation: striving to meet or exceed a standard of excellence; looking

for ways to do things better, set challenging goals and take calculated risks.
Positive outlook: the ability to see the positive in people, situations and events and our
persistence in pursuing goals despite obstacles and setbacks.
Adaptability: flexibility in handling change, juggling multiple demands and adapting
our ideas or approaches.
Social awareness
Empathy: the ability to sense others feelings and perspectives, taking an active interest
in their concerns and picking up cues to what is being felt and thought.
Organizational awareness: the ability to read a groups emotional currents and power
relationships, identifying influencers, networks and dynamics.
Influence: the ability to have a positive impact on others, persuading or convincing
others in order to gain their support.

Coach and mentor: the ability to foster the long term learning or development of others
by giving feedback and support.
Conflict management: the ability to help others through emotional or tense situations,
tactfully bringing disagreements into the open and finding solutions all can endorse.
Inspirational leadership: the ability to inspire and guide individuals and groups to get
the job done, and to bring out the best in others.
Teamwork: the ability to work with others towards a shared goal; participating actively,
sharing responsibility and rewards and contributing to the capability of the team.
The education version of the emotional and social competency inventory (the ESCI-U)
An additional two competencies cover areas of cognitive ability relevant to the performance
of students in further and higher education: systems thinking and pattern recognition.
The emotional competency inventory (the ECI)
The ECI (the earlier version of the ESCI) measures 18 competencies. These are broadly the
12 measured by the ESCI plus accurate self-assessment, self-confidence, transparency,
initiative, service orientation and change catalyst. As a result of ongoing statistical analysis,
the behaviors captured by these six have been integrated within the 12 ESCI competencies.
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Development of the ESCI

Hay Group has pioneered the understanding of work, organizational context and the role of
human motivation, competencies and self-image in performance and development. Hay
Groups McClelland Center, founded as McBer by David McClelland, maintains strong
relationships with key research partners to further this understanding.
Our partnership with Richard Boyatzis and Daniel Goleman (students of McClelland) has
resulted in the development of two 3600 tools to assess emotional intelligence: the emotional
competency inventory (ECI) and the emotional and social competency inventory (ESCI).
Key events in the development of the ESCI
1973
David McClellands seminal article Testing for competence rather than intelligence initiates
interest into the research of competencies and their application in organizations.
1982
Richard Boyatzis publishes The competent manager, an empirical approach to identifying

the characteristics which enable managers to be effective in various management jobs.
1985
Hay/McBers Generic competency dictionary is first developed by Richard Boyatzis et al.
1991
Richard Boyatzis develops a self and external assessment questionnaire for use with MBA
and executive students to assess managerial competencies.
1993
Signe and Lyle Spencer develop and document the generic dictionary in their book
Competence at work.
1998
Daniel Golemans Working with emotional intelligence draws on Boyatzis work and the
Hay/McBer generic dictionary to identify core emotional competencies.
1998
The Emotional competence inventory (ECI) is developed by Boyatzis and Goleman, in

partnership with Hay Group, measuring 22 competencies.
2002
Ongoing testing, analysis, development and validation results in version 2 of the ECI
measuring with a reduced number of competencies (18).
2007
Boyatzis et al re-conceptualize the ECI as a measure of emotional and social intelligence

competencies. A review of all competencies and items, along with factor analysis, lead to the
Emotional and social competency inventory (ESCI) with a reduced number of competencies
(12) and a higher psychometric standard.
2009-2011 Ongoing item review, testing and analysis of the ESCI.

2010
ESCI norms derived from a data set consisting of 4,014 participants, 42,092 respondents
and 273 organizations.
2011
Version 2 of the ESCI launched with 12 competency scales and 68 items.
Measuring competencies in preference to intelligence

20 years of research, initiated by McClelland in 1973 with his seminal article, Testing for
competence rather than intelligence, led to an understanding that competencies provided a
reliable way of differentiating performance in a variety of organizations. This work was
captured in the Hay/McBer Generic competency dictionary and provided the basis for
Boyatzis Self- and external assessment questionnaire (Boyatzis et al, 1995), developed to
assess the competencies of MBA and executive students against the generic model of
management at the Weatherhead School of Management, Case Western Reserve University.
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Measuring emotional intelligence development of the ECI

Expanding upon Boyatzis well-established measure and Daniel Golemans Working with
emotional intelligence (1998a), Boyatzis and Goleman developed a pool of items designed
to capture the full spectrum of emotional competencies. Together with Hay/McBer
consultants they further refined these items to form the emotional competency inventory
(Hay Group, 2006), drawing upon expert opinion and prior studies to include developmental
scaling and target levels.
Target levels were established through a modeling process in which the behaviors of
effective and outstanding performers were differentiated. The levels of behavioral
complexity that each group demonstrated revealed tipping points along the competency
scales. These points became indicators of strength; target levels for those participants
wanting to work towards high performance across the ECI.
A sample of over 10,000 ECIs, taken between March 1999 and May 2001 and providing
total others scores on over 4,000 managers and professionals, was compiled and analyzed.
The result was version 2 of the ECI (the most recent version is the ECI2002), with:
fewer, clearer and more distinct competency scales
improved factor differentiation between the competency scales
competencies organized into distinct clusters
a reduced number of items (in response to client feedback)
increased validity
high scale reliability.
Measuring emotional and social intelligence development of the ESCI
In response to the professional research communities requirement for high psychometric
standards, Boyatzis and Goleman re-conceptualized the ECI as a measure of emotional and
social intelligence competencies (2006). They reviewed every item and competency scale,
applying factor analyses and revising them as necessary to ensure that they identified
specific behaviors and were understandable and concise. This resulted in fewer
competencies (12 instead of 18) and replaced the ECI algorithm, based on developmental
levels, with a measure based on consistency of behavior.
The new instrument resulting from this work, the emotional and social competency
inventory (ESCI), was piloted with a total of 116 participants and 1,022 raters in the US and
the UK. The psychometric standards achieved in the resulting statistical analyses provided
reassurance that the ESCI focuses on observable, recognizable and distinct behaviors
(Boyatzis, 2007). The removal of developmental levels delivered a behavioral model which
can be applied more satisfactorily to a wide range of work contexts, job roles and levels.
Further detailed analyses to verify the scale and factor structure of the ESCI, with 5,700
self-assessments and 62,000 other assessments, has further improved the factor loading
(Boyatzis, 2010), resulting in version 2 of the ESCI with slight changes to the items.
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A choice of EI measures
The outcome of these developments is that there is now a choice of instruments. While the
ESCI has attained an even higher psychometric standard than the ECI, practitioners can
choose between the ECI or the ESCI according to the needs of their clients and the contexts
they are working within. The following table can help you work through this choice.
ECI
ESCI
Number of
competency scales
18
12
Number of items
72
68
Measures and
reports
Level of complexity of observed

behavior (levels range from 1 to 4).
Frequency of observed behavior.
Grouping of
competencies
An algorithm generates clusters,

within which the competencies are
complementary, compensatory and
alternate manifestations.
Competencies clustered
according to the four quadrants
of the model, allowing
participants to identify key
behaviors according to their
personal preferences and their
work contexts.
Strength indicators
A stretching target, appropriate to

leaders and key talent.
Strength is indicated by a
participants achievement of a mix
of competencies at the appropriate
levels to meet the algorithm criteria.
A more widely applicable target,

appropriate to a range of roles,
based on consistency of behavior
and compared with the 25th to
75th percentile range of the norm
group.
Strength is indicated when
participants scores are 85% of
the scale (a score of 4.3) which
means that others perceive them
to be demonstrating that
competency often or consistently.
Psychometric
standard
Acceptable reliability and validity.

Some instability between
competency scales.
Research standards of reliability,

validity and stability.
How EI assessment has grown

During this period of development, the use of both the ECI and the ESCI has grown
internationally. Hay Groups clients include business organizations, education institutions,
researchers and independent consultants and coaches.
To date around 160,000 EI assessments have been processed for over 3,000 clients.
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Using the ESCI

The ESCI can be used by practitioners for assessment and development and by researchers
for studying the role of emotional intelligence in learning and performance. ESCI feedback
can benefit individuals and groups in different roles and in a range of contexts.
In organizations
At a group level, in business, not-for-profit and public sector organizations, the ESCI can
provide valuable data about human resource capability. It can be used to establish workforce
strengths and development needs. Repeat use of the ESCI (e.g. retesting every two years)
enables organizations to respond quickly to capability issues.
At an individual level the ESCI, often combined with coaching, can help leaders and key
contributors to determine what outstanding performance means for them within their role
and decide which competencies they want to work on.
The ESCI is not intended for use in administrative applications: selection, promotion, salary
decisions, etc. Each competency measured by the ESCI may or may not be relevant to a
specific job, therefore it is inappropriate to use for administrative purposes without first
validating it against the performance requirements for that job. In addition, the collection of
3600 data can be problematic when respondents participants and other raters know that
assessment is being conducted in relation to these administrative issues.
The ESCI is best suited to development. The range of competencies that it measures is
broad, providing feedback that participants can interpret in terms of their work context and
their wider view of their own personal characteristics.
In education
Students emotional and social competencies can be measured using the ESCI-U, the
education version of the ESCI. This assessment is widely used in colleges and universities
by educators who see EI competencies as the building blocks of students capacity to
understand and work with others, understand and motivate themselves and learn effectively.
Some institutions have used the ESCI-U as an outcome assessment across their student
population. Others have used it to help students to become more self-aware and engaged
learners and to help teaching staff to respond more effectively to students needs.
In research
We welcome research proposals from those using the ESCI with staff or the ESCI-U with
students. If your proposal meets our criteria you will be offered electronic copies of the
assessment, scoring instructions and a score key to facilitate low cost printing and
distribution in return for a copy of the research data and results. More information is
available in the Tools for educators section on www.haygroup.com/landtdirect
There are a number of issues that need to be understood in order to use the ESCI
appropriately and to best effect. The following sections cover these in more detail.
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How the ESCI is scored

ESCI data is scored against a frequency range. Respondents are asked to assess the
behaviors captured within each item on a 5 point scale ranging as follows:
never
rarely
sometimes
often
consistently
Each rater perspective is scored equally and averaged across the relevant rater group (i.e.
direct reports, peers, etc). The total others score for each competency is the average across
all rater groups (except self). The ESCI also uses norm data, allowing individuals to
compare their scores to those of other participants.
This approach gives participants a broad perspective of how they are behaving across a
situation, as perceived by the different individuals and groups with whom they interact.
Use of self-assessment scores
The ESCI is intended to be used to gather 3600 feedback data. Self-assessment data alone
may be useful as the basis for developmental discussion, but they do not provide valid and
reliable measures of emotionally and socially intelligent behavior.
Our findings show that there is often a significant difference between self and other ratings.
People high in self-awareness tend to have smaller gaps (Carulli & Com, 2003). The higher
a participants level in the organization and the lower his or her performance, the more the
self-rating tends to be inflated.
Using valid data
When using the ESCI it is important to recognize that not all of the data collected may be
useable. When the instrument is scored by Hay Group we discard data from a rater if the
number of don't know responses exceeds 25 per cent. The rationale for this is that the high
level of don't know responses appears to indicate that the rater does not have enough
information to accurately assess the participant. We therefore recommend that participants
choose raters who they work with on a regular basis, or who know them well.
To preserve raters confidentiality we also insist on a minimum of two raters in each rating
category. If there is only one rater in a category, we do not include that category of rater in
the final scores. Rater categories can also be combined to preserve confidentiality, if appropriate.
Finally, securing an accurate assessment of a participants emotional intelligence requires
multiple raters. Each rater sees different aspects of the participant, which means any one
individual's ratings may be skewed. We recommend a minimum of 4 to 5 raters, preferably
with different perspectives of the participant drawn from different contexts.
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Delivering ESCI feedback

The ESCI shows participants how others experience their behavior in terms of the
consistency with which they demonstrate emotional and social competencies. It helps
participants to appreciate their strengths, to recognize how consistently they do certain
things and to identify what they can do to be even more effective.
ESCI feedback can only be delivered by accredited practitioners. For information on how to
become accredited, go to the Accreditation section on www.haygroup.com/landtdirect.
The ESCI accreditation program helps practitioners to gain a thorough understanding of the
assessment and the feedback report, and to experience best practice in delivering ESCI data.
The following is a summary; more detail is provided in the accreditation program materials.
Interpreting the ESCI feedback report
The ESCI feedback report provides an overview of the emotional and social competency
model and detailed descriptions of each competency.
It helps participants to make sense of their feedback and form a judgment about its validity
for them, based on their raters familiarity with their behavior and the level of agreement
between their raters.
It presents feedback data in a number of ways to support participants understanding of how
they demonstrate their emotional and social competencies:
Summary data: a summary of self and total others scores for each competency.
Detailed data: detailed competency scores, by rater group, with competency definitions.
Item frequency reports: a distribution of ratings, by rater group, for each ESCI item.
Verbatim comments: feedback, as written by raters, about a participants behavior and
performance.
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Sharing ESCI feedback

Accredited practitioners are encouraged to use the following coaching framework when
sharing ESCI feedback:
1. Introducing the process
The participant and coach to discuss how they will work together and contract on important
issues, e.g. confidentiality.
2. Setting the context
A discussion about the participants role, current challenges, career and life aspirations, in
order that both understand what the participant hopes to gain from the feedback process.
3. Explaining EI
The coach observes and builds the participants understanding of EI and the ESCI model.
4. Encouraging self-assessment
A discussion of the participants own view of his or her strengths and development needs.
The coach assesses the participants self-awareness and identifies any potential blind spots.
5. Explaining the ESCI report
An explanation of the ESCI assessment and report format. A discussion about the people the
participant approached for feedback and his or her relationship with them.
6. Exploring the data
The coach helps participants to make sense of their feedback data in relation to their
perceptions of their personal characteristics, the demands of their work contexts and the
priorities of their roles. Discussing a participants ESCI feedback involves open exploration
and the testing of any hypotheses that the coach has formed when reviewing the data, in
particular:
any areas of surprise or concern at the summary level
any gaps between the participants self-assessment and raters perceptions (total others)
any patterns in responses between rater groups
the potential reasons for different perceptions
any areas of detail that a participant wants to explore, or that are critical to his or her role.
Coaching using the ESCI
Boyatzis and others research (Boyatzis, 2001; Boyatzis, Stubbs & Taylor, 2002; Boyatzis,
Smith & Blaize, 2006; and Boyatzis, 2008), which offers insight into effective approaches
to coaching for EI and leadership development, provides a reminder that adults learn what
they want to learn. Our learning process is a self-directed one, driven by our perception of
the person we want to be. A great coach helps by enabling participants to identify their
personal vision, values or calling and by reality testing their perceptions of their behavior,
asking for real-life examples and offering appropriate support and challenge.
ESCI feedback supports self-directed learning by offering participants choices in the
behaviors they want to develop choices that are relevant to individuals aspirations and
preferences and to the demands of leadership and professional roles. And the emotional
intelligence workbook (Hay Group, 2008) includes development tips for each competency.
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Reliability
Reliability refers to the consistency or stability of observations and measures. When
assessing the reliability of survey instruments, two indicators are typically provided:
1. Internal consistency refers to the average of the intercorrelations among all the single
test items. Cronbach's alpha is the most commonly used indicator of internal consistency.
This procedure estimates reliability from the consistency of item responses from a single
assessment.
2. Test-retest reliability refers to the stability of a measure over time. For example, a
survey is administered twice to the same individuals with a period of time between
assessments (typically two weeks to four months), and correlations are computed to
determine how stable the test is from one administration to another.
Detailed results from the most recent statistical analysis of the ESCI, across the assessment
as a whole and the individual items, are reported by Boyatzis & Gaskin (2010).
Internal consistency
Cronbachs alphas for each scale in the ESCI and ESCI-U.
ESCI
ESCI-U
Others (n=52,363)
Others (n=21,288)
.83
.80
.91
.80
.86
.71
Adaptability
.85
.76
Positive outlook
.88
.83
Empathy
.86
.77
.86
.77
Influence
.84
.81
Teamwork
.89
.86
Coach and mentor
.92
.84
Conflict management
.79
.77
.89
.85
Systems thinking
na
.82
Pattern recognition
na
.83
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Test-retest reliability
No specific test-retest reliability studies have been conducted with the ESCI. Participants
who undertake the ESCI on two occasions typically undertake some form of development
activity between assessments, and would therefore anticipate a change in their scores over
time.
However, other pre- and post- assessment research provides reasonable evidence for
adequate levels of test-retest reliability. A sample of 20 Brazilian executives from a large
consumer retail organization was assessed twice on the ECI with seven months between
assessments (Sala, 2001a). This period of time is longer than typically recommended
(Anastasi, 1982) and the executives did participate in an EI development program between
assessments, therefore the results should be interpreted with caution.
The resulting data suggest that the ECI may be sensitive to change; stability coefficients for
the total others ratings were moderately high, for self-scores they were very low.
ECI cluster
Competency
Selfawareness
.55
Accurate self-assessment
.58
Self-confidence
.69
Self-control
.49
Trustworthiness
.67
Conscientiousness
.92
Adaptability
.52
.60
Initiative
.45
Empathy
.62
.82
Service orientation
.41
Developing others
.75
Leadership
.56
Influence
.19
Communication
.56
Change catalyst
.69
Conflict management
.39
Building bonds
.72
Teamwork and collaboration
.57
Selfmanagement
Social
awareness
Social skills
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Total others rating
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Validity
During the 15 years of development leading to the ESCI, research into EI has been
widespread. Alongside Boyatzis and Hay Groups ongoing reviews and studies, EI has
become a focus for investigation in many post-graduate theses. Around 160,000 participants
around the world in business organizations and education institutions have received EI
feedback, providing a rich source of data.
This research base enables us to continue to validate the ESCI and ensure that it:
remains relevant and acceptable to clients, researchers and participants (face validity)
measures the behaviors it sets out to measure (content validity)
correlates appropriately with other similar tests (construct validity)
predicts desired performance outcomes (criterion validity).
Within this period of time the nature of this research work has changed. Early studies
focused on the ECI and ESCIs validity in a general sense; its capacity to measure what it
sets out to. Recent work has focused on two areas:
1. Ongoing reliability improvements in EI assessment.
2. Key findings in the application of EI assessment in leadership development, professional
development, individual learning and change, coaching and education.
EI practitioners are able to access this research in a number of ways. Those accredited in the
ECI or ESCI (or other Hay Group assessment tools) can access Hay Groups L&T direct
networking area at www.haygroup.com/landtdirect. This gives EI practitioners access to
news, research findings, articles, client brochures, presentations and other resources. And
the website of the EI consortium provides a comprehensive range of research findings and
practitioner experiences.
This section of the user guide presents a selection of research summaries, chosen to describe
different aspects of the ESCIs validity in support of your conversations with your clients.
The papers referred to are either in the public domain or available from Hay Group.
Does the ESCI feel relevant and acceptable to clients, researchers and participants?
Our diagnostic assessments are informed by Hay Groups understanding of behavior at
work, organizational context and performance. This focus, rather than a focus on clinical
measures, enables us to respond to clients needs for relevant tools which measure behavior
in work settings.
We monitor and improve the face validity of our EI measurements through an ongoing
process of version development based on both statistical analysis and client feedback. And
the use of the ESCI and ESCI-U in education institutions as a research tool and in support
of students learning provides academic feedback.
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Does the ESCI relate directly to the behaviors it sets out to measure?
For those engaged in helping others to develop their emotional and social intelligence
competencies, EI assessment raises useful questions about the role of self-awareness in
building capability. Do people who are perceived by others as high in self-awareness assess
their strengths and limits more accurately than those who are perceived by others to be
lacking in self-awareness?
This question was explored through a study of 427 individuals from different organizations
(Burckle, 2000a). Multi-rater assessments (self, manager, peer, direct reports) were obtained
using the ECI. Participants were categorized as either high (top 25 per cent) or low (bottom
25 per cent) in accurate self-assessment based on their total others scores. (Note: accurate
self-assessment has been integrated into the emotional self-awareness scale in the ESCI.)
The differences between participants total others scores and self scores for each
competency were calculated. The results showed that those who were low in accurate selfassessment demonstrated a significantly larger mean gap between their self and total others
scores on each competency, compared with those who were high in accurate selfassessment. They also overrated themselves on every competency; seeing themselves as
more emotionally intelligent than others observed them to be. Conversely, those who were
high in accurate self-assessment rated themselves slightly less emotionally intelligent than
others observed them to be, demonstrating a more realistic view of themselves.
A subsequent review of the assessment data of 1,214 participants in the Hay Group ECI
database (Sala, 2001b) showed that individual contributors and lower level managers
showed no significant gaps between how they rated themselves and how others rated them.
However, the higher individuals were in their organizations, the wider the gap between how
they rated themselves and how their peers, direct reports and managers rated them.
This finding suggests that as managers rise through the ranks, they can lose touch with the
perceptions of those they lead, becoming less able to see themselves as others see them.
At the point at which it becomes harder for managers to experience open dialogue and
honest feedback, 3600 EI assessment can help to overcome blind spots, build selfawareness and sustain managers ability to use the more effective leadership behaviors.
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Does the ESCI correlate with other tests designed to measure similar constructs?
EI and psychological type
Burckle (2000b) demonstrated good convergent validity for the ECI by conducting an
analysis of 18 paramedics from an organization providing medical care and transportation.
Multi-rater assessments (manager, peer, direct reports) were obtained on the ECI and
participants self-rated using the Myers-Briggs Type Indicator (MBTI). The MBTI
determines preferences in how a person perceives the world and interacts with others on
four scales:
introversion extraversion
sensing intuiting
thinking feeling
judging perceiving.
Burckle calculated Pearson correlations and found moderate to strong significant
correlations. The Myers-Briggs intuiting types were strong on many of the EI competencies,
particularly emotional self-awareness, self-control, adaptability, empathy and teamwork.
Feeling types were strong on self-awareness, adaptability, empathy, developing others,
leadership and teamwork.
Is the ESCI differentiating from other tests designed to measure different constructs?
EI and analytical thinking
Murensky (2000) conducted a study with 90 executives from the 100 highest leadership
positions in an international oil corporation. Participants completed self-assessments of ECI
and the Watson-Glaser Critical Thinking Appraisal (W-GCTA). The W-GCTA is a widely
used measure of critical thinking ability and analytical reasoning. The measure provides a
reliable score on five subsets:
inference
recognition of assumptions
deductions
interpretation
evaluation of argument.
Murensky found that most ECI competencies were not correlated with critical thinking
ability and argued that the findings supported Golemans claim regarding the independence
of these two types of intelligence. The results provided good evidence for the discriminant
validity of the ECI.
This finding reinforces the value of using the ESCI and ability testing together to get a full
picture of participants capabilities. The ESCI-U, for use with students, measures two
cognitive competences in addition to emotional intelligence. And Talent Qs Elements,
available from Hay Group, is a responsive and comprehensive self-assessment which
provides ability data to complement the ESCI.
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Does the ESCI predict performance across EI competencies?

Interest in EI assessment has lead to many studies, across different sectors, which
demonstrate criterion validity (i.e. that the ECI and ESCI are good predictors of emotional
and social intelligence ability). Some of these studies demonstrate significant correlations
between emotional intelligence scores and work-related performance measures.
However, its worth remembering that each competency measured by the ESCI may or may
not be relevant to a specific job. It is inappropriate, therefore, to use the ESCI in
administrative applications (e.g. recruitment, selection, promotion or salary review) without
first validating it against the specific performance requirements for a given job. However,
the ESCI is well suited to development interventions, within which participants can take the
opportunity to interpret their feedback in relation to their work context and job demands.
The following summaries are included to represent findings across a range of sectors.
Weve also included summaries of two recent studies looking at EI competencies and
leadership effectiveness.
Finance sector
A study of 71 graduates working in banks, insurance and securities (Sevinc, 2001)
concluded that participants rated by others as high in emotional intelligence tended to report
higher job success, greater life success and higher salaries.
And, as expected, the significant correlations between these career success outcomes and
participants self-reported ECI scores were yet more frequent and robust. Developing
emotional and social intelligence would appear to be a sound investment.
Service sector
A study of 135 call center agents, working in client services, sales and administration roles
in a life insurance agency, looked at the relationship between emotional intelligence and job
performance (Nel, 2004). Call center agents were rated on the ECI by their team leaders.
These scores were compared with an overall job performance rating, based on objective
measures (number of calls handled, productivity on systems, closing rate, lapse indices) and
on the quality of call conversations.
The study revealed several moderate, significant correlations between EI competencies and
call center performance. Agents in administration roles demonstrated the most significant
correlations between their performance and the competencies adaptability, achievement
orientation (including initiative), developing others (also known as coach and mentor),
leadership, influence, conflict management and teamwork.
Hay Groups subsequent work on call center performance has highlighted emotional selfawareness, emotional self-control and empathy as the critical building blocks in the ability
of call center staff to successfully deploy their emotional and social intelligence in their
customer relationships.
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Manufacturing sector
A study of 134 plant supervisors from two multinational manufacturing companies looked
at the relationship between emotional intelligence and mental ability as predictors of job
performance (Sergio, 2001). Participants were assessed on the ECI and a standard mental
ability test, and their scores were compared to their performance appraisals completed by
their supervisors.
It was found that emotional intelligence and mental ability were not significantly correlated.
However, both were associated with job performance ratings. The findings suggest that
cognitive and emotional intelligence are independent and important contributors to
performance at work. They are therefore both of value in assessment and development,
together providing a comprehensive picture of individuals key capabilities.
Chemical/food sector
A study of 33 area development managers at Bass Brewers (Lloyd, 2001) investigated
whether EI competencies were associated with performance. Participants were responsible
for sales and profit growth, implementing national promotional activity and resolving
customer service issues. An overall performance measure was developed to measure
objective, subjective and personal development indicators, including:
a readiness for promotion rating
the average number of new brand installations
a customer service audit
the average number of new accounts gained
the number of job band changes
an annual performance rating.
The findings reported a strong relationship; those participants who performed best across
these indicators tended to demonstrate higher EI ratings.
Pharmaceutical sector
Following interest in the Harvard Business Review article What makes a leader (Goleman,
1998b), senior management at Johnson & Johnsons Consumer Companies (JJCC) funded a
study to determine whether EI competencies distinguished high performing leaders at JJCC.
The study (Cavallo & Brienza, 2002) was conducted with 358 managers using a multi-rater
survey to gather data from over 1,400 employees (supervisors, peers and direct reports). The
survey was a blend of the J&J leadership competency model, the Standards of Leadership
and the ECI. Competency scores were compared with ratings for performance and potential,
the organizations success indicators used to determine position, promotion and reward.
The study revealed a strong relationship between superior performance and emotional
competence. Supervisors, peers and direct reports scores agreed that achievement
orientation (including self-confidence, initiative and change catalyst), inspirational
leadership and influence differentiated the high performing managers. High potential
managers received higher EI scores from supervisors and peers, but not from direct reports.
On the basis of these findings, JJCC ensured that emotional and social intelligence
competencies were fully integrated into their competency model, feedback survey and
development programs.
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Education sector
A study into effective performance amongst school principals (Williams, 2008) explored
two questions:
1. What are the emotional and social intelligence competencies that distinguish outstanding
from typical urban principals?
2. How do outstanding and typical urban principals conceptualize and adapt differently to
their external organizational environment?
Williams compared 12 outstanding and 8 typical principals, using data gathered from
critical incident interviews and the ECI, to identify the key characteristics that describe the
differences between the two groups. Outstanding principals demonstrated a broad and deep
repertoire of EI behaviors. Twelve of the competencies studied significantly differentiated
outstanding and typical principals. In addition, the study reported that outstanding principals
interact with a broader range of external groups and utilize a wider spectrum of boundaryspanning strategies.
Williams study offers a transferable methodology for EI competency assessment and
development, of value in the recruitment, selection and preparation of school principal
candidates as well as in leadership development for incumbent school principals.
Public sector
Two public sector studies illustrate very different findings. The first (Stagg & Gunter, 2002)
compared the EI scores of 67 fire fighters and officers with a range of performance
measures. Participants provided self-scores on the ECI and were rated by their managers,
peers and direct reports. They were also rated on performance criteria which included
interpersonal ability, management effectiveness, personal style and problem solving. The
results showed a number of moderate, significant correlations between each performance
measure and many of the emotional and social intelligence competencies.
In contrast, a study of 88 employees of a public accounting firm (Bresnik, 2004) produced
inconclusive results. A comparison between participants ECI scores and performance
ratings, using the firms 3600 HR assessment, demonstrated no relationship between EI and
performance.
However, further investigation into the firms performance measure revealed that it neither
assessed the behaviors valued in the organization, nor did it represent the criteria actually
used for promotion. Promotion decisions were made through a separate round table
process, involving the ranking of employees using a forced normal distribution curve.
Bresnik then analyzed the relationship between an employees level in the organization and
their emotional and social intelligence. In general, those at higher levels in the organization
exhibited higher EI scores.
This study demonstrates that the ESCI can provide valuable organization-wide assessment.
A workforce audit, looking at composite ESCI data, can highlight areas of strength and
weakness impacting the overall effectiveness of an organization and suggest key areas for
development.
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EI, leadership behavior and impact

Hay Groups most recent interrogation of the database (Havers, 2010) looked specifically at
individuals who had completed the ESCI in 2009: 4,322 participants from 283 organizations
spanning a range of sectors and geographies. The patterns that emerged from this data raised
important considerations for accredited practitioners working to help others develop their
emotional and social intelligence competencies.
The first surprise was the breakdown in the number of strengths that participants typically
have.
When the numbers of participants exhibiting
strengths at or close to 85 per cent of the
scale were analyzed, it was found that:
20 per cent had no strengths
52 per cent had three or fewer
only 16 per cent had 9 or more strengths
The study then looked at the competency that participants and coaches often ask most
questions about; emotional self-awareness. Deep-seated and difficult to observe, the study
investigated the part that emotional self-awareness plays in participants EI overall.
It became apparent that participants with high
emotional self-awareness display more of all
the other ESCI competencies at strength:
A participant who never or only sometimes
demonstrates emotional self-awareness is
likely to show less than one competency at
strength.
A participant who demonstrates emotional
self-awareness often or consistently is
likely to display more than 9 ESCI
competencies at strength.
Given the significance that other researchers had attached to self-awareness, particularly for
people moving up the leadership levels in their organizations, the study then looked at the
relationships between strength across the ESCI competencies and leadership behavior.
The 2009 database was interrogated to analyze the data of participants who had completed
the ESCI, the inventory of leadership styles (ILS, Hay Group, 2009) and the organizational
climate survey (OCS, Hay Group, 2009). This showed that leaders who demonstrated fewer
than three ESCI strengths drew upon a limited range of leadership styles, tending to rely
primarily on the coercive style; issuing orders and expecting immediate compliance. In
contrast, leaders with 10 or more ESCI strengths used a much wider range of leadership
styles, including those likely to engage their team members; providing long term direction
and vision, creating harmony, encouraging new ideas and investing in others development.
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Finally, the study looked at the relationship between leaders self-awareness and their
impact on the working environment they created for their teams. The data of the 436
participants who had completed the ESCI and the OCS were divided into two categories
according to the emotional self-awareness score.
Of those leaders demonstrating high emotional self-awareness, 92 per cent created positive
climates (energizing and high performance). Only 8 per cent had a neutral impact and none
created de-motivating climates. In sharp contrast, 78 per cent of leaders demonstrating low
emotional self-awareness created negative climates and only 22 per cent had a positive
impact on their teams working environment.
Climates created by leaders with a low
emotional self-awareness score
Climates created by leaders with a high

emotional self-awareness score
Havers work supports the view that emotional and social intelligence competencies
underpin highly effective performance for both individual contributors and leaders. ESCI
feedback can offer individuals insights into leadership behavior and impact and valuable
discussion points in a coaching conversation.
EI, intelligence and personality as predictors of leadership effectiveness
A comparative study (Boyatzis et al, 2011) set out to assess the predictive capacity of
emotional and social intelligence competencies on leadership effectiveness beyond
measures of generalized intelligence (g) and personality. Data were gathered from 60
divisional executives of a final services company. Two measures of leadership effectiveness
were used: new cash invested by clients during the year of study and the number of financial
consultants recruited in the previous 7 years. The ESCI was used to collate total others EI
competency scores. The Ravens Advanced Progressive Matrices and the Mill Hill
Vocabulary Scales (Ravens, 1962) were combined to measure general intelligence, and the
NEO Personality Inventory Revised (Costa & McCrae, 1992) was used to measure
openness, conscientiousness, extroversion, agreeableness and neuroticism.
This study revealed that ESCI total others scores were significantly, positively correlated
with the number of financial consultants recruited. Of the five personality traits measured,
only conscientiousness correlated with the leadership effectiveness measures. The measure
of cognitive ability, g, did not correlate. This study was one of the few to investigate EI
alongside both general intelligence and personality. It has supported the argument that
emotional and social intelligence is distinct from traditionally constructed intelligence or
personality, and that it offers predictive validity in relation to leadership effectiveness.
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Norms
How the norms were derived
The 2010 ESCI norms are derived from a data set consisting of all ESCI data in the Hay
Group database for seven years ending in December 2008. The 2010 norms do not include
cases added after that time. The original sample contained 62,055 assessments of 5,761
managers. The sample was first cleaned by eliminating any data created during testing and
keeping only valid data. The data set was then balanced to eliminate large populations from
organizations with more data than others. If an organization had more than 500 managers in
the sample, a random group of only 250 managers was included in our balanced data set.
Description of the norm sample
The final, balanced sample consists of data from:
Total number of participants = 4,014
Total number of respondents = 42,092
Total number of organizations = 273
Competency scores
This table presents the mean (M), standard deviation (SD) and 25th, 50th and 75th percentile
score for each competency as participants rated themselves and how others rated them.
Cluster
Selfawareness
Selfmanagement
Social
awareness
Relationship
management
Competency
Emotional selfawareness
Achievement
orientation
Adaptability
Emotional selfcontrol
Positive outlook
Empathy
Organizational
awareness
Conflict
management
Coach and
mentor
Influence
Inspirational
leadership
Teamwork
SD
3.79
Self
Percentiles
SD
4.17
3.72
4.33
4.67
3.83
4.00
.54
3.67
.51
3.83
3.95
.45
4.19
.47
3.86
25th
50th
75th
.52
3.50
3.83
4.29
.49
4.00
4.09
.45
3.94
4.15
Others
Percentiles
25th
50th
75th
.34
3.50
3.73
3.95
4.28
.33
4.10
4.33
4.52
4.40
4.10
.32
3.91
4.13
4.33
4.00
4.33
4.15
.41
3.93
4.21
4.43
4.17
4.50
4.15
.34
3.96
4.18
4.38
3.67
4.00
4.17
3.92
.36
3.70
3.95
4.17
3.83
4.17
4.50
4.25
.31
4.07
4.29
4.47
.47
3.50
3.83
4.17
3.88
.33
3.69
3.91
4.10
4.02
.58
3.67
4.00
4.50
3.97
.44
3.70
4.01
4.28
3.89
.49
3.60
3.83
4.17
3.91
.36
3.69
3.94
4.17
3.94
.54
3.50
4.00
4.33
3.94
.43
3.68
3.99
4.25
4.27
.44
4.00
4.33
4.67
4.23
.37
4.02
4.28
4.50
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Unknown
11%
Gender
Males accounted for just over half of the sample
population at 55%. Females accounted for 34%.
Gender data was unknown for 11% of the sample.
Females
34%
Males
55%
The table below presents the mean and standard

deviation score for each competency for both male
and female managers, based on total others ratings.
Others scores
Cluster
Males
n=2,197
Competency scale
Self-awareness
Self-management
Social awareness
Females
n=1,338
SD
SD
3.66
.34
3.82
.32
4.25
.33
4.35
.31
Adaptability
4.09
.32
4.13
.33
4.17
.39
4.13
.41
Positive outlook
4.16
.33
4.15
.34
Empathy
3.89
.36
3.98
.36
4.24
.31
4.28
.32
Conflict management
3.86
.32
3.90
.34
Coach and mentor
3.94
.43
4.04
.44
Influence
3.92
.35
3.94
.35
3.93
.43
3.97
.43
Teamwork
4.21
.37
4.29
.36
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20-29 6.9%
Unknown 16.1%
Age
Almost half of the sample consisted of managers
between the ages of 30 and 49 at the time of the
assessment. 16% did not identify their age.
60 or older 1.6%
30-39 30.0%
50-59 13.4%
The table below presents the mean score and

standard deviation for each competency for those in
different age groups, based on total others ratings.
40-49 32.0%
Others scores
Cluster
Self-awareness
Selfmanagement
Social
awareness
Relationship
management
Competency scale
20 29
n=272
30 39
n=1,188
40 49
n=1,267
50 59
n=532
60 or older
n=62
SD
SD
SD
SD
SD
3.80
.35
3.72
.33
3.71
.34
3.74
.36
3.69
.37
4.38
.32
4.32
.32
4.28
.32
4.23
.33
4.15
.43
Adaptability
4.14
.31
4.11
.32
4.11
.32
4.10
.33
4.07
.40
4.17
.36
4.16
.39
3.71
.41
4.18
.41
3.69
.50
Positive outlook
4.21
.30
4.16
.33
4.15
.33
4.15
.36
4.14
.41
Empathy
3.98
.35
3.92
.36
3.90
.36
3.95
.37
3.87
.47
4.27
.29
4.26
.30
4.25
.32
4.28
.32
4.25
.46
Conflict management
3.87
.34
3.89
.33
3.88
.32
3.88
.32
3.83
.40
Coach and mentor
3.97
.43
3.97
.44
3.98
.42
4.01
.45
3.88
.58
Influence
3.92
.34
3.92
.36
3.93
.35
3.95
.36
3.93
.41
3.98
.41
3.95
.43
3.94
.42
3.95
.45
3.91
.56
Teamwork
4.30
.36
4.25
.36
4.22
.37
4.25
.38
4.17
.50
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Unknown 11.6%
Job level
Norms are calculated for six managerial categories:
entry-level individual contributors, mid-level
individual contributors, senior-level individual
contributors, first-level managers, mid-level
managers, and senior-level managers. The sample is
weighted towards senior managers, with senior and
mid-level managers accounting for 56% of the
sample population. 12% of the population did not
identify their job level.
Entry-level
non-manager 2.2%
Senior manager 30.3%
Middle
non-manager 7.8%
Senior
non-manager 8.1%
First-level manager
14.0%
Middle manager 26.0%
The following table presents the mean score and standard deviation for each competency
demonstrated by people at different job levels, based on total others scores.
Others scores
Competency scale
Adaptability
SD
SD
SD
Senior-level
individual
contributor
n=321
M
SD
3.69
.34
3.70
.34
3.72
.35
3.81
.34
4.29
.31
4.27
.32
4.26
.33
4.34
.34
4.34
.31
4.37
.37
4.13
.31
4.09
.32
4.08
.35
4.14
.33
4.08
.33
4.12
.35
Senior-level
manager
n=1,202
Mid-level
manager
n=1,032
First-level
manager
n=554
Mid-level
individual
contributor
n=310
M
SD
3.80
.31
Entry-level
individual
contributor
n=86
M
SD
3.87
.33
4.15
.41
4.15
.39
4.15
.41
4.18
.38
4.18
.37
4.18
.37
Positive outlook
4.21
.31
4.12
.32
4.11
.37
4.15
.36
4.14
.34
4.16
.34
Empathy
Organizational
awareness
Conflict management
3.89
.36
3.89
.37
3.93
.37
4.01
.34
4.01
.33
4.02
.36
4.28
.31
4.25
.31
4.25
.32
4.28
.30
4.25
.31
4.23
.34
3.87
.31
3.88
.32
3.87
.35
3.93
.32
3.88
.31
3.85
.36
Coach and mentor
3.99
.43
3.97
.42
4.02
.43
3.97
.45
3.89
.45
3.85
.52
Influence
3.97
.34
3.91
.35
3.89
.37
3.95
.35
3.88
.36
3.87
.36
3.99
.43
3.92
.42
3.93
.44
3.95
.44
3.90
.44
3.93
.45
Teamwork
4.22
.37
4.22
.37
4.25
.38
4.30
.35
4.31
.34
4.32
.36
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Job function
The following table presents the mean score and standard deviation for each competency demonstrated by people in different job functions, based on total
others ratings. Norms are calculated for 11 job functions.
General manager /
CEO n=232
Manufacturing /
production n=308
Professional /
technical n=547
Administration
n=253
Research &
development n=115
Sales
n=360
Marketing
n=181
Human resources
n=349
Competency scale
Management
information systems
n=122
Finance & accounting

n=307
Others scores
SD
SD
SD
SD
SD
SD
SD
SD
SD
SD
3.65
.34
3.65
.36
3.82
.32
3.71
.31
3.74
.37
3.70
.33
3.75
.33
3.71
.32
3.62
.31
3.69
.34
.28
4.30
.30
4.24
.34
4.29
.30
4.24
.31
4.29
.36
4.32
.30
4.29
.32
4.27
.32
4.24
.31
4.35
Adaptability
4.10
.31
4.05
.33
4.09
.32
4.08
.29
4.11
.36
4.18
.28
4.10
.32
4.09
.33
4.06
.29
4.17
.30
4.12
.42
4.11
.39
4.17
.37
4.11
.37
4.16
.39
4.16
.39
4.19
.40
4.17
.42
4.07
.40
4.19
.41
Positive outlook
4.06
.33
4.08
.34
4.16
.33
4.15
.29
4.23
.35
4.14
.33
4.15
.35
4.12
.34
4.11
.30
4.29
.28
Empathy
3.86
.39
3.86
.37
4.01
.34
3.86
.34
3.91
.38
3.88
.33
3.98
.34
3.92
.35
3.84
.35
3.92
.36
4.21
.30
4.20
.29
4.28
.30
4.21
.31
4.26
.33
4.25
.29
4.26
.32
4.25
.31
4.21
.29
4.29
.29
Conflict management
3.82
.33
3.85
.32
3.92
.31
3.83
.28
3.90
.34
3.88
.29
3.90
.34
3.86
.33
3.86
.32
3.91
.30
Coach and mentor
3.92
.43
3.87
.40
4.05
.43
3.83
.44
3.97
.48
3.98
.40
4.01
.40
3.97
.42
3.94
.40
4.01
.41
Influence
3.83
.34
3.89
.35
3.97
.33
3.92
.31
3.99
.36
3.92
.32
3.82
.46
3.90
.34
3.86
.32
4.01
.32
3.85
.41
3.87
.40
3.94
.41
3.86
.41
3.99
.47
3.96
.41
3.96
.42
3.92
.43
3.91
.40
4.09
.40
Teamwork
4.19
.38
4.18
.38
4.31
.34
4.17
.34
4.22
.40
4.24
.36
4.28
.35
4.24
.36
4.17
.37
4.26
.35
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Industry
The sample population consisted of people working in a wide variety of industries including banks/S&Ls (representing 5% of the sample), pharmaceuticals
(2%), and professional services (2%). 76% of the sample population did not identify their industry. The table below presents the mean and standard deviation
scores for each competency demonstrated by managers in different industries, where there were 100 cases or more, based on total others ratings.
SD
SD
SD
SD
SD
SD
SD
SD
SD
SD
.28
4.14
.29
4.18
.35
4.16
.30
3.95
.30
4.30
.26
3.93
.31
3.96
.40
3.92
.31
3.95
.39
4.26
.34
Chemical and
related products
109
3.68
.31
4.31
.24
4.13
.24
4.17
.35
4.15
.30
3.94
.29
4.24
.26
3.92
.27
4.02
.35
3.96
.26
3.95
.34
4.28
.31
Education
439
3.87
.32
4.44
.29
4.22
.30
4.28
.36
4.28
.31
4.06
.33
4.36
.29
3.97
.31
4.11
.39
4.06
.30
4.09
.40
4.36
.33
Financial services
197
3.54
.31
4.17
.32
3.99
.29
3.98
.40
3.94
.31
3.75
.35
4.17
.30
3.70
.35
3.82
.42
3.77
.28
3.76
.43
4.10
.35
Food products
130
3.72
.34
4.25
.34
4.08
.32
4.14
.38
4.13
.33
3.85
.35
4.23
.32
3.86
.33
3.84
.48
3.90
.35
3.89
.43
4.19
.39
Insurance
214
3.80
.30
4.32
.27
4.18
.29
4.20
.41
4.17
.30
3.96
.33
4.33
.27
3.93
.28
4.02
.39
4.02
.30
4.03
.36
4.30
.33
Manufacturing
183
3.59
.33
4.22
.35
3.97
.33
4.00
.47
4.05
.35
3.76
.39
4.10
.35
3.80
.35
3.84
.45
3.73
.38
3.81
.45
4.07
.44
Miscellaneous
159
3.77
.37
4.33
.40
4.15
.40
4.23
.47
4.19
.39
3.99
.39
4.32
.37
3.91
.36
4.03
.47
3.99
.40
4.02
.47
4.30
.40
Teamwork
Influence
Empathy
Adaptability
Inspirational
leadership
4.34
Conflict
management
SD
.32
Organizational
awareness
3.78
Positive outlook
SD
252
Achievement
orientation
M
Banks / S&Ls
Industry sector
Sample Size
n=
Coach and mentor
Others scores
Petroleum
146
3.63
.30
4.26
.26
4.07
.24
4.10
.35
4.12
.27
3.90
.28
4.25
.24
3.89
.25
3.93
.36
3.89
.27
3.94
.35
4.26
.29
Pharmaceuticals
120
3.98
.37
4.46
.36
4.29
.40
4.36
.42
4.35
.40
4.09
.43
4.40
.41
4.08
.37
4.28
.45
4.15
.42
4.22
.49
4.42
.41
Professional
services
899
3.67
.31
4.24
.32
4.06
.32
4.11
.42
4.12
.34
3.87
.36
4.21
.31
3.84
.32
3.94
.42
3.86
.34
3.90
.43
4.18
.37
Public
administration
217
3.71
.37
4.29
.32
4.13
.33
4.21
.38
4.15
.30
3.99
.36
4.25
.32
3.95
.32
4.08
.40
3.73
.52
4.02
.39
4.25
.36
Technology
255
3.67
.30
4.21
.32
4.09
.29
4.12
.36
4.13
.31
3.89
.34
4.21
.29
3.88
.28
3.90
.41
3.93
.32
3.88
.40
4.21
.34
Unknown
225
3.86
.37
4.33
.35
4.12
.36
4.20
.40
4.22
.36
4.03
.39
4.33
.33
3.91
.34
4.13
.47
3.99
.35
4.00
.47
4.31
.38
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Australia 4.4%
Unknown 14.0%
Africa 5.0%
Region of residence
Over two thirds of the sample was residing in Europe or North America when assessed. Asia and Africa each
represented over 5% of the sample. 14% did not identify their region of residence. Samples with fewer than 100
participants were not included.
Asia 6.7%
Europe 27.7%
The table below presents the mean score and standard deviation for each competency for those who reside in different
geographical regions, based on total others ratings.
North America 39.8%
Australia
n=173
Africa
n=199
Asia
n=264
Competency scale
Europe
n=1,097
North
America
n=1,577
Others scores
SD
SD
SD
SD
SD
3.79
.33
3.67
.35
3.69
.26
3.57
.31
3.75
.35
4.34
.32
4.25
.33
4.21
.29
4.24
.31
4.29
.32
.33
Adaptability
4.18
.33
4.05
.33
4.02
.26
3.96
.28
4.15
4.22
.40
4.14
.37
4.03
.35
3.97
.44
4.18
.42
Positive outlook
4.20
.34
4.11
.33
4.08
.29
4.13
.35
4.18
.32
Empathy
3.96
.37
3.90
.36
3.85
.29
3.82
.35
3.96
.36
4.30
.33
4.23
.31
4.18
.27
4.16
.27
4.31
.28
Conflict management
3.92
.34
3.86
.31
3.81
.29
3.81
.32
3.87
.35
Coach and mentor
4.03
.43
3.94
.46
3.86
.39
3.87
.42
4.02
.38
Influence
4.00
.34
3.86
.37
3.88
.31
3.85
.30
3.99
.30
3.99
.43
3.91
.44
3.83
.39
3.91
.38
3.97
.43
Teamwork
4.29
.37
4.21
.37
4.19
.30
4.16
.37
4.26
.36
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Australia 4%
Africa 6%
Unknown 11%
Region of birth
Over two thirds of the sample was born in North America or Europe. Asia represented 9% and Africa represented 6%
of the sample. 11% did not identify their region of birth. Samples with fewer than 100 participants were not included.
Asia 9%
North America 38%
The table below presents the mean score and standard deviation for each competency for those born in different
geographical regions, based on total others ratings.
Europe 32%
Australia
n=141
Africa n=227
Asia n=366
Competency scale
Europe
n=1,239
North
America
n=1,485
Others scores
SD
SD
SD
SD
SD
3.80
.34
3.67
.34
3.68
.28
3.61
.32
3.78
.41
4.34
.32
4.25
.33
4.25
.30
4.26
.30
4.29
.33
Adaptability
4.17
.33
4.06
.32
4.06
.28
3.99
.30
4.16
.35
4.21
.41
4.14
.37
4.09
.36
4.01
.44
4.21
.41
Positive outlook
4.20
.34
4.12
.33
4.10
.30
4.15
.33
4.18
.32
Empathy
3.97
.37
3.90
.36
3.88
.32
3.86
.37
3.99
.35
4.30
.33
4.23
.30
4.20
.28
4.19
.28
4.34
.29
Conflict management
3.91
.34
3.86
.31
3.82
.30
3.83
.33
3.89
.35
Coach and mentor
4.03
.43
3.95
.45
3.87
.39
3.91
.41
4.03
.42
Influence
4.00
.34
3.87
.37
3.89
.30
3.87
.31
4.01
.31
3.99
.44
3.92
.44
3.84
.39
3.92
.39
3.99
.44
Teamwork
4.29
.37
4.21
.36
4.22
.33
4.18
.37
4.29
.36
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Australia 4.4%
Country of residence
This chart only displays countries where there were more than 50 cases. Of the total sample, the US accounted for
over 38%. The UK accounted for over 15%. Countries with fewer than 50 cases have been included in the all others
category in the pie chart. 14% of the sample did not identify their country of residence.
South Africa 4.6%

All Others 22.9%
United Kingdom 15.5%
Unknown 14.0%
The table below presents the mean score and standard deviation for each competency, as rated by others, for those
residing in different countries where there were 50 cases or more.
United States 38.6%
South Africa
n=184
Malaysia
n=87
Netherlands
n=98
China n=86
Australia
n=184
Spain n=62
United
Kingdom
n=615
Ireland n=66
Belgium
n=54
France n=64
Competency scale
United States
n=1,532
Others scores
SD
SD
SD
SD
SD
SD
SD
SD
SD
SD
SD
3.79
.34
3.54
.34
3.52
.34
3.65
.37
3.71
.35
3.61
.31
3.75
.35
3.76
.24
3.60
.29
3.60
.24
3.57
.30
4.34
.33
4.27
.27
4.22
.30
4.12
.44
4.29
.33
4.26
.29
4.29
.32
4.23
.26
4.08
.25
4.19
.28
4.24
.30
Adaptability
4.18
.33
4.12
.23
3.94
.25
3.98
.40
4.11
.32
4.01
.33
4.15
.33
4.03
.25
3.82
.27
3.97
.24
3.96
.29
4.22
.41
4.12
.32
4.04
.26
4.09
.40
4.17
.38
4.16
.42
4.18
.42
4.12
.29
4.03
.28
3.94
.35
3.96
.43
Positive outlook
4.20
.34
3.95
.32
3.98
.25
4.07
.39
4.15
.33
4.05
.33
4.18
.32
4.12
.24
4.06
.25
4.03
.30
4.13
.33
Empathy
3.96
.37
3.88
.33
3.75
.30
3.86
.40
3.94
.37
3.94
.35
3.96
.36
3.86
.24
3.75
.33
3.83
.29
3.82
.35
4.30
.33
4.24
.21
4.13
.24
4.18
.39
4.28
.30
4.08
.31
4.31
.28
4.18
.26
4.10
.26
4.17
.26
4.16
.27
Conflict management
3.91
.34
3.92
.28
3.77
.24
3.77
.38
3.88
.31
3.98
.31
3.87
.35
3.86
.25
3.68
.27
3.71
.28
3.80
.31
Coach and mentor
4.03
.43
3.88
.38
3.78
.34
3.70
.54
4.02
.46
4.02
.32
4.02
.38
3.85
.37
3.72
.43
3.80
.37
3.86
.40
Influence
4.00
.34
3.85
.26
3.74
.28
3.82
.40
3.97
.32
3.24
.39
3.99
.30
3.82
.28
3.71
.28
3.89
.28
3.85
.30
3.99
.44
3.93
.40
3.81
.39
3.78
.47
3.97
.44
3.94
.36
3.97
.43
3.88
.33
3.65
.42
3.76
.38
3.91
.38
Teamwork
4.29
.38
4.22
.32
4.10
.31
4.11
.42
4.26
.37
4.15
.39
4.26
.36
4.21
.27
4.02
.31
4.18
.29
4.15
.36
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Netherlands 2.6%
Australia 3.6%
South Africa 4.8%
All Others 26.8%
Country of birth
This chart only displays countries where there were more than 50 cases. Of the total sample, the US accounted for
over 35%. The UK accounted for over 16%. Countries with fewer than 50 cases have been included in the all others
category in the pie chart. 10% of the sample did not identify their country of birth.
United Kingdom 16.2%
Unknown 10.6%
The table below presents the mean score and standard deviation for each competency, as rated by others, for those
born in different countries where there were 50 cases or more.
United States 35.4%
Achievement
orientation
Adaptability
Positive
outlook
Empathy
Organizational
awareness
Conflict
management
Coach and
mentor
Influence
Inspirational
leadership
Teamwork
Spain n=80
Ireland n=86
Germany
n=68
Belgium
n=74
France n=70
India n=70
Australia
n=141
South Africa
n=192
United
Kingdom
n=642
Malaysia
n=91
Netherlands
n=105
Competency
scale
China n=88
United States
n=1,405
Others scores
SD
SD
SD
SD
SD
SD
SD
SD
SD
SD
SD
SD
SD
3.80
.34
3.72
.25
3.58
.27
3.61
.25
3.71
.35
3.58
.30
3.78
.34
3.74
.30
3.59
.47
3.71
.44
3.75
.47
3.82
.55
3.68
.54
4.34
.32
4.25
.26
4.12
.26
4.20
.27
4.28
.33
4.25
.31
4.29
.33
4.32
.33
4.20
.40
4.37
.45
4.29
.46
4.26
.52
4.14
.56
4.17
.33
4.05
.24
3.85
.28
3.98
.23
4.11
.31
3.97
.29
4.16
.35
4.15
.30
4.10
.38
4.08
.38
4.12
.37
4.07
.53
3.92
.55
4.21
.41
4.13
.29
4.05
.29
3.94
.36
4.17
.37
3.97
.43
4.21
.41
4.24
.34
3.84
.52
4.01
.38
3.98
.53
4.02
.50
3.81
.56
4.20
.35
4.10
.26
4.09
.25
4.02
.30
4.15
.33
4.14
.33
4.18
.32
4.22
.30
3.91
.53
4.17
.41
4.27
.40
4.18
.51
3.98
.52
3.97
.37
3.85
.27
3.73
.33
3.83
.31
3.94
.35
3.83
.35
3.99
.35
3.98
.36
3.89
.34
3.88
.35
3.94
.40
4.01
.44
3.99
.41
4.30
.33
4.17
.25
4.10
.26
4.17
.26
4.28
.30
4.17
.26
4.34
.29
4.25
.32
4.02
.38
4.09
.41
4.19
.45
4.31
.51
4.04
.51
3.91
.34
3.86
.26
3.69
.26
3.72
.27
3.88
.31
3.81
.32
3.89
.35
3.94
.30
3.87
.40
3.95
.37
3.96
.46
3.84
.55
3.97
.48
4.03
.43
3.85
.37
3.73
.39
3.79
.38
4.03
.45
3.87
.41
4.03
.42
3.94
.47
3.92
.48
4.01
.48
3.94
.55
3.86
.63
3.95
.57
4.00
.34
3.80
.29
3.72
.28
3.89
.27
3.97
.31
3.86
.31
4.01
.31
3.98
.34
3.77
.39
3.79
.34
3.88
.49
3.92
.51
3.43
.55
3.99
.44
3.85
.34
3.69
.39
3.76
.37
3.97
.44
3.90
.37
3.99
.44
3.95
.46
3.91
.45
3.93
.41
3.98
.46
3.85
.58
3.94
.51
4.29
.38
4.22
.29
4.02
.32
4.18
.30
4.26
.36
4.16
.36
4.29
.36
4.29
.38
4.26
.33
4.27
.36
4.29
.40
4.28
.45
4.14
.42
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Boyatzis, R.E. (2001). Unleashing the power of self-directed learning. Hay Group article.
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Hay Group
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Emotional and social

competency inventory (ESCI)

Prepared by L&T direct

2011 Hay Group. All rights reserved.

The emotional and social competency inventory (ESCI) user guide

About Hay Group

What is emotional and social intelligence?

Recognizing and understanding

Effectively managing our own

Recognizing and understanding

Applying our emotional

The competencies measured by the ESCI

Achievement orientation: striving to meet or exceed a standard of excellence; looking

Influence: the ability to have a positive impact on others, persuading or convincing

others in order to gain their support.

Development of the ESCI

Richard Boyatzis publishes The competent manager, an empirical approach to identifying

Hay/McBers Generic competency dictionary is first developed by Richard Boyatzis et al.

The Emotional competence inventory (ECI) is developed by Boyatzis and Goleman, in

Boyatzis et al re-conceptualize the ECI as a measure of emotional and social intelligence

2009-2011 Ongoing item review, testing and analysis of the ESCI.

Version 2 of the ESCI launched with 12 competency scales and 68 items.

Measuring competencies in preference to intelligence

Measuring emotional intelligence development of the ECI

Level of complexity of observed

Frequency of observed behavior.

An algorithm generates clusters,

A stretching target, appropriate to

A more widely applicable target,

Acceptable reliability and validity.

Research standards of reliability,

How EI assessment has grown

Using the ESCI

How the ESCI is scored

Delivering ESCI feedback

Sharing ESCI feedback

Coach and mentor

Teamwork and collaboration

Total others rating

Does the ESCI predict performance across EI competencies?

EI, leadership behavior and impact

Climates created by leaders with a high

The table below presents the mean and standard

Coach and mentor

The table below presents the mean score and

Coach and mentor

Coach and mentor

Finance & accounting

Coach and mentor

Coach and mentor

North America 39.8%

Coach and mentor

North America 38%

Coach and mentor

South Africa 4.6%

United Kingdom 15.5%

United States 38.6%

Coach and mentor

All Others 26.8%

United Kingdom 16.2%