Social Intelligence Hiring | The Enneagram in Business

Social Intelligence Hiring

Social Intelligence Hiring (SIH) Process

6-step hiring process
For organizations that need to hire large numbers of great employees at all levels
Recruit candidates
Meet candidates | short social events
Train observers (managers)
Conduct Social Intelligence Hiring Day (SIH)
Review all candidates and make decisions
Make job offers and give all candidates feedback

Social Intelligence Hiring and the Enneagram

3 months from start to finish
Social intelligence is the most important ingredient to organizational success
Emotional maturity
Influencing skills
Effectiveness on teams

Social Intelligence and Emotional Intelligence
Social Intelligence (SI) and Emotional Intelligence (EQ) are often used interchangeably because both are critical to a person’s ability to function effectively in a world of work. EQ more often refers to an individual’s self: self-awareness, self-acceptance, and self-management; SI connotes the social interaction aspect of EQ: empathy and reading social cues and being able to respond to them effectively. Without high EQ, it is near impossible to have high SI and vice versa.

Why do SI and EQ matter at work? Research has shown for over three decades that the ability to know and accept yourself and to be self-managing and developing (EQ), as well as the ability to work effectively with a wide variety of other people (SI) are greater predictors of success at work across the globe, no matter what the occupation, industry or organizational level, than are traditional IQ or prior experience.

Skills versus SI and EQ
Skills also matter, but without SI and EQ, most skilled employees fail. Research by author Mark Murphy (“Hiring for Attitude”) using 20,000 new hires showed that 46% failed within 18 months; 89% failed due to “attitude,” while only 11% failed due to lack of skill.

The Enneagram and SI and EQ
The Enneagram is an insightful way to assess SI and EQ, as a well as remarkable approach for increasing both. Prior to Social Intelligence Hiring (SIH) assessment days, we train the organization’s managers in the Enneagram, an ancient and powerful 9-type system, each with its own worldview, motivational drives, and patterns of thinking, feeling, and behaving. During Social Intelligence Hiring, all candidates are given a basic introduction to the Enneagram so they can do an initial identification of their own types, and throughout this self-typing process and for the rest of the day, candidates are observed by managers.

Candidates’ types are not used as a basis for hiring because type has no correlation to skills. However, candidates are observed for their level of self-awareness, self-disclosure, listening skills, and level of self-mastery within their self-identified type. Even if the Enneagram isn’t to their liking – and there is no penalty for this – candidates are asked to discuss what they do use for their self-development!

THE 9 ENNEAGRAM TYPESOnesSeek a perfect world and work diligently to improve both themselves and everyone and everything around them.TwosWant to be liked, try to meet the needs of others, and attempt to orchestrate the people and events in their lives.ThreesOrganize their lives to achieve specific goals and to appear successful in order to gain the respect and admiration of others.FoursDesire deep connections both with self and others, and they feel most alive when they authentically express their feelings.FivesThirst for information and knowledge and use emotional detachment as a way of keeping involvement with others to a minimum.SixesHave insightful minds, are prone to worry, and create anticipatory scenarios to feel prepared in case something goes wrong.SevensCrave stimulation (ideas, people, and experiences), avoid pain, and create elaborate future plans to keep all their options open.EightsPursue the truth, like to keep situations under control, want to make important things happen, and try to hide their vulnerability.NinesSeek peace, harmony, and positive mutual regard and dislike conflict, tension, and ill will.

The cost of a “wrong” or “bad” hire depends on what factors you are using for your calculation. Certainly there is the time involvement and stress on managers, HR professionals, and co-workers, the cost of which is hard to determine. But here are some staggering and possibly conservative financial statistics on what happens when organizations hire someone who does not work out well.

Tony Hersh (CEO of Zappos)
According to Fast Company, Tony Hersh reports that “past bad hires have cost his company ‘well over 100 million’ dollars.”

Matt Ferguson (CEO CareerBuilder)
“27% of U.S. employers said just one bad hire coast their company more than $50,000 due to missed sales opportunities, strained client and employee relations, potential legal issues, and resources to hire and train candidates.”

US Department of Labor
“Average cost of bad hiring decision = 30% of individual’s first year earnings”

On Social Intelligence Hiring and ‘Wrong’ Hires
At every Social Intelligence Hiring event that we have ever done (and they are now in the double digits), there has always been one or more candidates that managers say they would have absolutely hired based on resume, technical skills, and/or interviewing ability. However, once that person was observed in interaction with other people for a full day, without exception managers realized that person would have been an “absolute disaster” if hired.

What was observed:
1. Candidates treating hiring managers with respect, but acting blatantly dismissive to support staff, non-hiring managers and/or other candidates
2. Candidates who said they had a high level of skill and experience, but could not demonstrate those at any time during the day when given the opportunity
3. Potential hires who negatively dominated team activities, while consistently shutting down ideas from other team members
4. Potential hires who, through conversation or observed behavior, demonstrated a serious lack of respect for diversity based on race, gender or other factors
5. Candidates who appeared to be insufficiently stable that they could not handle the stress of engaging with others for a full day

Social Intelligence Hiring greatly reduces the chance of a “wrong” hire.

The Wall Street Journal | CIO Journal | Deloitte | March 31, 2014
A summary of the Social Intelligence Hiring Process and the results achieved.
Click here

YouTube | # dreamjob: Social Intelligence Recruiting
View Salesforce leaders discussing Social Intelligence Hiring.
Click here

Next Round of Hiring a Dream Team for Our Portland Office
Read a Salesforce blog about the Social Hiring Process, one that includes abundant comments from the candidates themselves.
Click here

Deloitte Review | Issue 13 2013 | Courting the Customer-Candidate
A special report overviewing best practices in innovative hiring done by Deloitte Touche that highlights Social Intelligence Hiring and the use of the Enneagram on pages 15-17.
Click here

Ginger Lapid-Bogda

Ginger Lapid-Bogda, PhD

Ginger is the architect of the Social Intelligence Hiring process, created in 2013 to meet today’s hiring challenges, including how to reduce the hiring cycle time; how to eliminate the costly mistake of “wrong hires;” how to hire employees who can create the company’s future as well as meet the organization’s current needs; and how to increase quality hires while decreasing hiring costs.


An internationally recognized Enneagram author, trainer, keynote speaker, OD consultant and coach, Ginger is considered a world leader in bringing the insights of the Enneagram to organizations across the globe. With over 35 years experience, Ginger works with organizations, leaders and teams as they use the Enneagram to create vibrant, innovative and sustainable human systems. She is the author of 4 Enneagram-business books, translated into multiple languages; provides highly respected Enneagram TTT and other certification programs for trainers, coaches and consultants around the world; offers easy-to-use, engaging Enneagram training tools; and created “Know Your Type,” the robust Enneagram App.


Ginger’s books: Bringing Out the Best in Yourself at Work | What Type of Leader Are You? | Bringing Out the Best in Everyone You Coach | The Enneagram Development Guide | Consulting with the Enneagram | The Enneagram Coloring Book

Meet the SIH Senior Staff

Matt Ahrens Matt Ahrens MBA is an OD development, corporate trainer, executive coach, and Enneagram teacher who utilizes his experience in management at HP, Intuit, and Levi Strauss to strengthen leaders, transform teams, and build positive organizational culture for his clients to achieve strategic business results. He has been involved with Social Intelligence Hiring (SIH) since its inception.

Eileen Heaton Eileen Heaton has been a professional voice coach and life coach for more than 40 years and currently consults to organizations, working in personal, leadership, and team development areas to increase self-awareness, interpersonal competence, and team effectiveness. An Enneagram teacher, Eileen has been involved with Social Intelligence Hiring (SIH) since its inception.

Michael Heaton Michael Heaton is an OD consultant, corporate business trainer, executive coach, and spiritual director who incorporates a deep understanding of the Enneagram system in all of his work. With a focus on team communication, systems change, and cross-cultural communication, Michael has been involved with Social Intelligence Hiring (SIH) since its inception.

More About Social Intelligence Hiring (SIH)

For each Social Intelligence Hiring event, there is at least one Senior SIH consultant – either Ginger Lapid-Bogda or one of the other three senior staff members – who acts as the “lead” consultant and three additional well-trained staff, all of whom are Enneagram in Business Network (EIBN) members.

The “lead” consultant works with the organization for several months prior to the SIH event, advising them on recruiting strategy and tactics, training organizational staff in the Social Intelligence Hiring process, and providing consultation about all aspects of Social Intelligence Hiring Day logistics. The “lead” SIH consultant and other staff members facilitate the Social Intelligence Hiring Day event and provide input during the candidate review session that occurs after Social Intelligence Hiring Day. Hiring decisions, of course, are made by the organization itself.

Meet the additional SIH staff

Adelaida Harrison | Beatrice Chestnut | Jennifer Joss | Peter O’Hanrahan

To learn more about how SIH would work in your organization, contact 310.829.3309 or info@theenneagraminbusiness.

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