By Jonathan H. Westover, PhD
Abstract: This article discusses how assessing emotional intelligence (EI) in the hiring process can help companies find employees who will thrive in their roles and contribute positively to organizational culture and performance. It asserts that traditional hiring methods often overlook EI, which research has shown to be more important than IQ for job success, particularly at higher levels. The article then provides recommendations for how to evaluate candidates' EI competencies through revising interview questions, observing nonverbal behavior and social skills, using behavioral and personality assessments, leveraging stories, and training interviewers. It also gives suggestions for behavioral interview prompts focused on past experiences managing difficult situations effectively. Hiring managers should consider candidates holistically based on competence, cultural fit, strengths and intangible qualities rather than just resumes alone. The goal is to integrate EI into the entire talent acquisition strategy.
We have probably all witnessed how the emotional intelligence (EI) (or lack thereof) of leaders can have large impacts on the culture, performance, engagement and ultimately the bottom line of people, teams, and organizations. Yet all too often, traditional hiring practices fail to adequately assess this critical 'X factor' which can make or break teams and companies.
Today we will explore research-backed insights and practical tips for integrating EI into your talent acquisition strategy to find those individuals who will not only do the job, but help your organization thrive.
What is Emotional Intelligence?
Originators of the concept, EI involves "the ability to perceive emotions, to access and generate emotions so as to assist thought, to understand emotions and emotional knowledge, and to reflectively regulate emotions so as to promote emotional and intellectual growth” (Mayer & Salovey, 1997). In simpler terms, it is using one’s emotions productively to interact with others, deal with challenges and make sound decisions. Numerous studies have demonstrated positive correlations between EI and desirable workplace outcomes like leadership effectiveness (Schutte et al., 2013), team performance (Jordan et al., 2002), career success (Lopes et al., 2006) and work engagement (Sy et al., 2006).
Rethink Your Hiring Process
Traditional interviews tend to focus narrowly on skills, experience and IQ when in fact “EQ” has been shown to be up to four times more important than IQ for job performance, especially at higher levels (Goleman, 1998). To start screening for EI, reflect on the following questions:
What emotional competencies are critical for the role? Consider interpersonal skills like empathy, conflict management or coachability for team-based jobs. For client-facing roles, social awareness and relationship building may take priority.
How can you observe EI in action? Rather than just asking hypothetical questions, explore real past experiences, elicit stories and observe nonverbal behavior and social skills during interviews.
Are you using the right hiring tools? Personality/behavioral assessments can uncover social skills and tendencies better than cognitive tests alone. Reference checks also provide invaluable perspective on "soft skills".
Does your process allow candidates to be their authentic selves? Rushed, rigid interviews put pressure on performance that inhibits natural social behaviors you aim to see. Schedule sufficient time for a holistic conversation.
Are your interviewers trained to identify EI? Provide training to help recognize subtle social cues and emotional attributes rather than just focusing on content answers. Inter-rater reliability ensures consistency.
The key is shifting from a compliance-based to a competency-based framework where you seek to understand the whole person, not just their resume. Fully assessing EI requires introspection into your own process as much as the candidates.
Screen Through Behavioral Interviews
Once you've rethought your hiring philosophy and tools, behavioral interviewing provides a structured yet personalized method to uncover applicants' emotional skills. Rather than hypotheticals, ask candidates to share concrete examples from past jobs where they demonstrated attributes relevant to the role. Then, probe with questions like:
What were you thinking and feeling in that situation? This exposes self-awareness and ability to manage emotions under pressure.
How did others react and what was the ultimate outcome? Look for social awareness of impact on colleagues as well as problem-solving approach.
What would you do differently now? Growth mindset reflects ability to learn from experiences.
Tell me about a time you failed. What did you learn? Humility and willingness to be self-critical speaks volumes.
Additional prompts:
Managing difficult conversations
Receiving critical feedback
Solving interpersonal conflicts
Leading through change/ambiguity
Fostering collaboration on diverse teams
By focusing on real behavioral events, you gain a three-dimensional understanding of competencies that quantitative tests alone cannot reveal. Candidates also relax into a more natural discussion format.
Assess Nonverbal Cues and Social Skills
Our brains are wired to subconsciously pick up on nonverbal signals during social interactions like eye contact, body language and tone of voice (Phelps et al., 2000). Paying attention to such cues provides a window into candidates' emotional awareness and impact. Consider:
Do they maintain comfortable eye contact or seem avoidant?
Is their posture open and engaged or closed off?
Is their tone personable or mechanical when answering?
Do they actively listen to others or seem self-focused?
You can also directly observe social competencies during the hiring process itself. How does the candidate interact with your receptionist, other interviewers or potential future colleagues? Do they exhibit:
Warmth and likability?
Active interest in learning about others?
Tact when handling objections or differences of opinion?
Small breaks or allowing for informal networking provide opportunities to see emotional skills on display outside a formal interview setting. Remember - you're evaluating fit, not just skill set alone.
Leverage Stories to Assess Impact
Human brains are wired for narrative - we process and recall information through stories far more easily than facts alone (Pennebaker & Seagal, 1999). Inviting candidates to share meaningful stories from their background gives powerful insights into personality, values and emotional traits:
Career progression stories demonstrate lessons learned, resilience through challenge and ability to grow into new roles over time.
Leadership stories showcase how they've motivated teams, solved problems collaboratively or handled difficult personnel situations with empathy, social awareness and conflict management skills.
Values-driven stories provide a window into personal motivations like continuous learning, customer service, integrity or work-life balance - giving an indicator of cultural fit and engagement potential long-term.
The stories people naturally want to share say as much about them as their resume ever could. Give space for narratives to emerge organically during interviews for a well-rounded understanding.
Make an EI-Based Hiring Decision
Once you've assessed candidates through behavioral interviews, exercises, reference checks, and natural interactions, reflect on all sources of both cognitive and emotional data holistically. Some key factors to consider:
Cultural fit - Do their motivations, communication style and interpersonal approach align with your organizational values?
Competency strengths - Where are their natural talents and where may more development be needed long-term? Look for potential as much as current experience.
Intangibles - Which applicants left you feeling inspired, connected and optimistic about your future collaboration? Often our 'gut' is picking up on subtle social-emotional cues.
Don't be afraid to follow your instincts if one candidate authentically demonstrated higher EI abilities, even if another appears slightly better on paper. The right 'soft skills' can compensate for technical gaps and lead to increased retention, performance and job satisfaction in the long run.
Conclusion
While emotional intelligence remains a somewhat intangible concept, the research is clear - organizations that deliberately assess and develop EI see significant bottom-line benefits. By integrating EI-focused best practices into hiring now, you can start building a legacy of high-performing, engaged teams better equipped to handle inevitable challenges. Remember - the candidates you bring on board today will directly impact your culture for years to come. Making EI a true priority in selection is an investment well worth the initial effort.
References
Goleman, D. (1998). What makes a leader? Harvard Business Review, 76(6), 93-102. https://hbr.org/1998/11/what-makes-a-leader
Jordan, P. J., Ashkanasy, N. M., Härtel, C. E., & Hooper, G. S. (2002). Workgroup emotional intelligence: Scale development and relationship to team process effectiveness and goal focus. Human Resource Management Review, 12(2), 195–214. https://doi.org/10.1016/S1053-4822(02)00046-7
Lopes, P. N., Grewal, D., Kadis, J., Gall, M., & Salovey, P. (2006). Evidence that emotional intelligence is related to job performance and affect and attitudes at work. Psicothema, 18(Suppl), 132-138.
Mayer, J. D., & Salovey, P. (1997). What is emotional intelligence? In P. Salovey & D. Sluyter (Eds.), Emotional development and emotional intelligence: Educational implications (pp. 3–31). Basic Books.
Pennebaker, J. W., & Seagal, J. D. (1999). Forming a story: The health benefits of narrative. Journal of Clinical Psychology, 55(10), 1243–1254. https://doi.org/10.1002/(SICI)1097-4679(199910)55:10<1243::AID-JCLP6>3.0.CO;2-N
Phelps, E. A., O'Connor, K. J., Cunningham, W. A., Funayama, E. S., Gatenby, J. C., Gore, J. C., & Banaji, M. R. (2000). Performance on indirect measures of race evaluation predicts amygdala activation. Journal of Cognitive Neuroscience, 12(5), 729–738. https://doi.org/10.1162/089892900562552
Schutte, N. S., Malouff, J. M., Hall, L. E., Haggerty, D. J., Cooper, J. T., Golden, C. J., & Dornheim, L. (1998). Development and validation of a measure of emotional intelligence. Personality and individual differences, 25(2), 167-177. https://doi.org/10.1016/S0191-8869(98)00001-4
Sy, T., Tram, S., & O'Hara, L. A. (2006). Relation of employee and manager emotional intelligence to job satisfaction and performance. Journal of Vocational Behavior, 68(3), 461–473. https://doi.org/10.1016/j.jvb.2005.10.003
Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
Suggested Citation: Westover, J. H. (2024). The Elusive 'EI' Factor in Hiring Top Talent: How Considering Emotional Intelligence Can Transform Your Recruitment Process. Human Capital Leadership Review, 11(2). doi.org/10.70175/hclreview.2020.11.2.4
