You're a manager who needs to hire the best talent. How do you assess emotional intelligence in candidates?

Look for Depth. This is a tough & subjective. So people avoid treating it with the importance it deserves. It starts with values, but is more. It's strength of character, generosity & goodness. It is personal life philosophy & courage to step away from the herd, not just as a professional but as a virtuous human being. It's what stays when you’ve chaffed away the externals & the ability to be centered on a guiding principle from within. It's internalized humility & quiet confidence. To borrow the analogy from Rabbi Joseph B. Soloveitchik’s , every candidate has a duality within – an Adam 1, or ‘resume values’, and an Adam 2 - the deep & private moral values. Depth is Adam 2 . Because when storms hit, Adam 1 crumbles, but the Adam 2 stays.

1) Scenario based Questions - Present candidates with scenarios & ask them to describe how they would handle it. The different scenarios can be related to conflict handling, teamwork, facing stressful situations or criticism, etc 2) Behavioral Interview Questions - Further, asking candidates to describe some examples from their past experiences relating to how they handled difficult situations, can also let us assess the emotional intelligence (EI) of the candidate. 3) Structured Interview - Since assessing EI can be very subjective, it is good to use a structured interview approach i.e predetermined set of questions should be used & same questions should be asked to all the candidates for an objective assessment & a fair comparison.

Assessing emotional intelligence in candidates is crucial for hiring top talent. Beyond technical skills, EQ drives team cohesion and success. Start with behavioral interview questions probing self-awareness, empathy, and social skills. Observe non-verbal cues and ask for examples of handling conflicts or stress. Lastly, utilize psychometric assessments tailored to EI traits for a holistic evaluation.

Assessment of EI can be done through variety of ways. I particularly look first at the age bracket of the candidate along with the key skills which as expert he brings to the table. If skills are niche, individuals do portray their individual attitude ,attention and ego. It is important they get to gel in the environment and to access it requires 1.Scenarios that mimic real workplace situations and understanding candidate reaction and his ability to understand and manage emotions 2.Reference Checks by speaking to candidate former collogues or supervisors to gather feedback on their interpersonal skills, conflict resolution abilities and overall emotional intelligence 3.Feedback from multiple interviewers 4.Psycometric test/Group activity

To Assess Emotional Intelligence in Candidates: - Ask situational or case-based questions and assess responses. - Look for non-verbal cues, demeanor, tone of voice and stress-handling capability. - Take references from past employers to assess emotional awareness, social skills, and motivation levels. - Take feedback from multiple interviewers.

Recollection and storytelling are not correlated with EI so asking for examples isn’t foolproof. EI is relevant to business where there is high human interactivity and the very best measure of how someone deals with high human interactivity is understanding how they behave under stress and duress. Do they shut down? Do they avoid? Do they try to flee? Or do they dig in and engage? You need them to do the latter. You can ask them to recall incidents in the past, but a better idea is to flood them with a scenario that induces stress, uncertainty and discomfort. How would they handle it? Are their answers thoughtful and nuanced? Are they sincere + poised or scripted and robotic in their responses? Can they handle stress and uncertainty?

That is a hard one! In my professional career, I have met colleagues with famous academic backgrounds but with arrogant and stupid status, and colleagues with minimum academic qualifications but smart, elegant and hard workers! I strongly believe that the STAR methodology works and it’s a useful tool for the HR

I ask these two questions: If your best friend was sitting in the room next to you right now, what would they say you do that is annoying? I want to hear if they are self aware and vulnerable enough to admit a "flaw". I once had someone admit "I talk too much". And that was my cue to think, "well then if I hire you, I won't sit him next to so and so b/c together they will never get anything done!" I also ask, tell me about a time you were on a team and you failed to reach a goal. What went wrong and what did you learn? In this question I am listening to ensure they don't place blame, they take ownership and are able to learn and grow from mistakes.

Most people will be on their best behavior for an interview, and will only share the most flattering stories about themselves, so it’s important to ask questions that require humility to effectively answer the question itself. Questions such as “tell me about someone who is better at your job than you,” or “tell me about a time when you were wrong in a conflict.” If someone struggles to conceive of an answer to these questions, it may be a red flag.

Ask questions that require candidates to describe how they handled specific situations in the past. Focus on scenarios that reveal their emotional intelligence, such as conflicts, teamwork, or facing criticism.

By paying attention to these non verbal gestures, we can gain additional insight into how a person manages their emotions and interacts with others which can help in assessing their emotional intelligence. We can observe through face expressions, body gesture, eye contact, and tone intonation.

Paying attention to candidates' body language, facial expressions, tone of voice, and overall demeanor can provide insights into their emotional awareness, interpersonal skills, and ability to regulate emotions. For example, someone who maintains eye contact, uses open body language, and expresses themselves with clarity and confidence may demonstrate higher emotional intelligence. Conversely, signs of discomfort, fidgeting, or inconsistency between verbal and non-verbal cues might indicate areas for further exploration or development.

Non-verbal cues are critical. Yes, I listen to the responses during an interview - but I am watching facial expressions, posturing, etc. Some questions that I like to throw in are: Tell me about your favorite colleague you have ever worked with - I watch for how the reminisce - do their eyes light up - what is their intonation and inflection. I also share some odd personal information and watch for reaction - “In my spare time I love fly fishing”, “To decompress I watch a lot of DIY YouTube videos”. Watching the non-verbal responses to these specific situation lets me get a good sense of: general interest level - question asking ability - truthful or exaggerated interest.

Observing non-verbal cues is indeed a powerful tool in assessing a candidate's emotional intelligence. However, it's crucial to remember that these cues can be influenced by cultural differences or personal habits. As leaders, we should be aware of these nuances and consider them in our assessment to ensure a fair and comprehensive evaluation. This approach not only helps us hire the best talent but also fosters a diverse and inclusive work environment. ??????

During the interview process, observe candidates' non-verbal cues to glean insights into their emotional intelligence. Pay attention to their body language, facial expressions, tone of voice, and overall demeanor. Look for signs of self-awareness, such as the ability to maintain eye contact, display confidence without arrogance, and convey genuine enthusiasm for the opportunity. Additionally, observe how candidates interact with you and other interviewers, as well as how they respond to unexpected or challenging questions. These observations can provide valuable clues about their emotional awareness, social skills, and ability to adapt to different situations.

One of the best approaches to assess candidates' emotional intelligence (EI) would be to ask them about a real experience closely related to the position you're hiring for, and then look for key characteristics that enable you to gauge their level of EI. I would also include probing questions with scenarios to assess their real-time thinking and see if it aligns with the position's requirements.

As a restaurant owner and manager: Ask behavioral questions: I ask candidates to share specific examples of how they handled difficult situations, such as conflicts with colleagues or customers. This helps me gauge their self-awareness, empathy, and ability to manage emotions. Observe their body language Communication style: Can they articulate themselves clearly and respectfully? Do they listen actively and respond empathetically? Teamwork skills: I ask candidates about their experience working in teams and how they handle conflicts or challenges within a group. Self-awareness: I ask candidates about their strengths and weaknesses, and how they handle stress and pressure.

For instance, role-playing a customer service interaction can reveal how a candidate handles difficult customers with patience and empathy. By incorporating role-plays into the interview process, managers can evaluate candidates' practical application of emotional intelligence competencies, helping to identify the best talent for the team

Assessing scenarios that require emotional balance and decision-making using EI skills can serve as a method for evaluation. In my view, individuals with strong EI skills often make effective leaders due to their adeptness in communication, collaboration, and influencing others. Observing candidates' body language, tone of voice, demeanor, and choice of words when discussing challenging workplace scenarios can provide valuable insights. Empathy stands out as a pivotal quality in genuine leadership, to sustain in the long run. One last thing, best talent will effortlessly demonstrate strong EI skills during the interview, and if the interviewer also possesses solid EI skills, they will appreciatively recognize this display.

Role plays and simulations are powerful techniques to assess a candidate's emotional intelligence in a dynamic, real-world context. 1.Design Realistic Scenarios: Create situations that reflect common challenges in your workplace. This could involve handling a difficult client, resolving a team conflict, or ... 2.Observe Interaction Skills: Pay attention to how the candidate communicates, shows empathy, and manages emotions during the simulation. 3.Evaluate Problem-Solving: Assess the candidate's ability to navigate the scenario successfully, focusing on their approach to resolving issues. 4.Feedback Session: After the role play, discuss with the candidate how they felt they handled the situation and what they might do differently.

I believe multiple interviews from all levels of the organization is a good indicator to assess cultural fitment in addition to your own observations. Simulations, situation based questions etc are good tools but a 360-degree view is very powerful.

Asking specific questions about candidates' ability to collaborate, resolve conflicts, and demonstrate empathy can help gather targeted feedback on their emotional intelligence. Additionally, incorporating multiple perspectives allows for a more comprehensive assessment and reduces bias in the hiring process. By gathering feedback from others, managers can gain a more holistic understanding of candidates' emotional intelligence and make informed hiring decisions.

Seek feedback from the folks at the reception desk, or the PA that helped with scheduling. I know it sounds cliche, but how candidates treat people outside the interview is a good measure of EQ.

In my experience, I found it useful to ask the person taking the incoming calls, and the person at the entry desk (usually the security guard) to let me know if the person was rude to them. They appreciated being included, and it definitely helped avoid people with low emotional intelligence.

Feedback is tricky because if you’re calling references you will typically not get deep or candid assessments. You need to first interview the candidate, formulate hypotheses about their strengths and weaknesses and then probe with these with references. One good technique is to ask references about a suspected weakness, but frame it as an assumptive positive. If you suspect Bill may have trouble enlisting others, ask his reference, “Since you had Bill in this role for five years I assume his reports greatly trusted him and respected his decisions, yes?” Any hesitation from the reference and your suspicion is confirmed.

Hiring for emotional intelligence without a clear strategy or tactics requires relying on intuitive judgments. However, for the best outcomes, developing a structured approach that includes clear strategies, specific tactics for assessing EQ, and an understanding of when and how to use intuitive judgments can make the hiring process more effective and aligned with organizational goals. In the absence of strategy is tactics, in the absence of tactics is heuristics! “Everyone has a plan until they get punched in the face.” -Mike Tyson

Ask about how they've handled tough situations or worked with others in the past...... You can also use tests or surveys to see how they understand and manage their emotions. During interviews, put them in pretend situations to see how they react. Pay attention to their body language and tone of voice. Also, think about how well they'd fit in with your company's way of doing things..... since emotional intelligence is super important for getting along with others at work.??

Be careful when following some of this advice in a diverse workforce. Non-verbal cues are not universal, and may be misunderstood across different cultures. Likewise, Emotional Intelligence itself may look different. Don't use EQ as a new means to limit the "culture fit" on candidates. The best advice? Have genuine, open conversations with candidates. Give them scenarios, open ended questions, and clarifying follow-ups. Good interviewing techniques should help you understand EQ as much as skill-fit for a role.

Self-awareness, emotional regulation, and empathy are fundamental components of Emotional Intelligence (EI). To assess these qualities in a candidate, consider inviting them to spend half a day interacting with the future team in a casual setting. Additionally, create real-life role-play scenarios where the team must navigate stressful situations. Observe how the candidate approaches problem-solving, their level of self-awareness, and their ability to empathize with others. Pay attention to whether they pause to assess the situation before offering solutions. Candidates who remain present, calm, and collected under pressure often exhibit strong emotional intelligence, making them valuable assets to the team.

Consider incorporating behavioral interview questions that focus on past experiences handling difficult situations, conflict resolution, empathy, and self-awareness. Use assessments or situational judgment tests specifically designed to measure emotional intelligence.