Part III: Administering a Multirater EQ 360 2.0

Planning the EQ 360 2.0 Assessment Process

Getting Organizational Buy-In

When possible, share the details of the EQ 360 2.0 assessment with the senior management team. The administrator can communicate such issues as what resources will be required, time commitment required, sample timelines, and information about the instrument that will be used. Keep in mind that some individuals within this team may not have heard about emotional intelligence or may not understand what emotional intelligence is. Therefore, a brief definition of EI and the scales of the EQ 360 2.0 will serve to get people thinking in the same direction. Because the scales of the EQ 360 2.0 have good face validity, most prospects quickly see for themselves how these skills would facilitate individual and organizational success.

It may also be advantageous to mention that the EQ-i 2.0® and EQ 360 2.0 were created from over twenty years of research demonstrating the importance of emotional intelligence in the workplace, and that EI skills can be learned. EQ 360 2.0 assessment efforts should not be undertaken unless there is strong and visible support from senior executives. In order to achieve maximum payoff from the assessment, executives should provide the administrator adequate resources for completion, a commitment to ongoing follow-up, as well as a visible presence throughout the assessment and development phases. For more information on gaining support for your EI initiative, refer to Planning the EQ-i 2.0 Assessment Process.