Genos ROI Calculator

Calculate ROI from emotional intelligence development

The Genos Return On Investment (ROI) Calculator provides an estimate of the likely return on investment from assessing and developing the emotional intelligence of a group in dollar terms. It is based on our published research on the relationship between levels of emotional intelligence and employee performance using advance statistical techniques to estimate with a high degree of confidence the likely return you’ll receive. Part of this estimate is based on the accuracy of the numbers you input into the calculator so it is essential that these are as accurate as possible.

If you request a PDF report of the results you’ll also receive a document that details the research and statistics underling the values we quote you.

In this presentation, Christopher Kunze from Kunze Analytics:

  • Explains the six inputs required by the calculator
  • Provides an example of how the calculator can be used (from 4:08)
  • Discusses the science behind the calculator (from 6:31)

Watch Part 2: Using the Genos ROI Calculator with your clients.

The science behind the Genos ROI Calculator

The Genos Emotional Intelligence Survey (Genos EI), was designed by Dr Ben Palmer, Dr Gillies Gignac and Professor Con Stough at Swinburne University in Melbourne Australia. The first version was released in the late 1990s. Since this time, it has undergone several revisions and its psychometric properties have been extensively researched and published both by the aforementioned authors and other researchers around the world. A bibliography of this research is available on the Emotional Intelligence page along with the technical manual.

Among other interesting research findings Genos EI has been shown to account for variance in various indices of workplace performance, and other variables that can readily be monetarised such as absenteeism (the number of sick days off people take), employee engagement and employee turnover. Essentially people with higher levels of emotional intelligence tend to perform better, have less days off per year, report higher levels of employee engagement and aren’t as likely to leave or turnover (either voluntarily or involuntarily).

People who perform well create more value for their organisation than their less performing counterparts. For example, decades of personnel research (as described in books such as The HR Scorecard by Becker, Huselid and Ulrich 2001), has shown that someone average in performance (i.e., at the 50th percentile), typically returns the Annual Salary they are paid. By way of example, if they are paid $100,000 per year and are average in performance then they would typically return $200,000 per year in value. This research has also shown that people high in performance (i.e., one standard deviation above average or at the 84th percentile), typically produce 40% to 80% greater return on their salary compared to average performers (depending on their role level or role complexity). For example, high performers in unskilled labour demographics typically return 40% more whereas high performing, qualified managers typically return 80% more. Because Performance levels can be monetarised this way and emotional intelligence accounts for some of this performance, we can estimate in monetary terms the likely gains in productivity that will occur from developing the emotional intelligence of employees.

Costs associated with Absenteeism and Turnover have also long been studied. Josh Bersin, Principal and Founder of Bersin by Deloitte reports that the total cost of losing an employee can range from tens of thousands to 1.5 to 2x their annual salary. Because the costs of Absenteeism and Turnover can be monetarised and emotional intelligence contributes to Absenteeism and Turnover (i.e., more of emotional intelligence tends to reduce Absenteeism and Turnover), we can also reliably estimate in monetary terms, the likely reductions in costs that will occur from developing the emotional intelligence of employees.

In summary, levels of emotional intelligence as measured by Genos EI, create value for organisations that can be reliably estimated and monetarised because of the way emotional intelligence contributes to employee performance, absenteeism and turnover. Over the last decade Genos International has shown that emotional intelligence assessment and development programs can improve employee’s emotional intelligence by an average of 20%. Examples of this work can be found in the case studies of our website.

Indeed Genos International are not the only ones to show that emotional intelligence can be developed. A recent meta-analysis of research on the development of emotional intelligence by Mattingly, V., Human Resource Management Review (2018), has shown that the average effect of EI training is an improvement of 17%.

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