Hiring managers are realizing that emotional intelligence (EQ) is just as important as technical skills—if not more so. It’s the ability to manage emotions, empathize with others, and communicate effectively.
But don’t just take our word for it; research from business psychology and human resources studies backs it up. We combed through the academic literature to find out what actually works when it comes to assessing EQ in interviews.
If you’re looking for employees who can stay calm under pressure, connect with teammates, and handle feedback well, you’ll want to ask the right emotional intelligence interview questions.
Here are the top five questions that studies suggest can help you identify candidates with strong EQ.
In today’s workplace, EQ isn’t just a buzzword—it’s a vital skill. Research shows that employees with high emotional intelligence are generally more adaptable, better problem-solvers, and less likely to cause workplace conflicts.
A study by Clarke (2010) found that EQ contributes significantly to workplace performance, particularly in roles requiring teamwork and communication. Clarke emphasizes that employees with strong EQ skills can better navigate organizational changes and manage stress, making them more resilient and effective in dynamic environments.
Emotionally intelligent employees foster collaboration, resolve conflicts effectively, and are better at creating positive relationships—qualities that can be game-changers in a team setting.
So, how do you assess this critical skill in interviews? Here’s what the research suggests.
These questions are grounded in findings from multiple studies, including insights on how each question can reveal aspects of a candidate’s emotional intelligence.
This question tests a candidate’s self-regulation, which is central to emotional intelligence. According to this research paper, candidates who can effectively manage their own emotions tend to perform better in high-stress roles.
This question helps you see how they approach self-control in difficult situations. Ideally, look for candidates who explain not only the actions they took but the reasoning behind them, which indicates a deeper understanding of emotional regulation.
Another study highlights that individuals with high emotional intelligence see feedback as a growth opportunity rather than a personal critique. This question reveals a candidate’s openness to feedback and resilience.
High-EQ candidates will often mention how they’ve used past feedback to improve their performance, demonstrating that they value growth and adaptability over ego.
Empathy is one of the most critical components of EQ, particularly in roles that require collaboration or customer interaction. In The Emotional Intelligence Quick Book by Bradberry and Greaves, the authors discuss empathy as a predictor of effective team dynamics and interpersonal relationships.
This question allows candidates to show their ability to understand and respond to the emotions of others. Look for candidates who don’t just tell a story but explain how their empathy positively impacted the outcome, which reflects a high degree of emotional awareness and influence.
This question addresses social skills, a core aspect of emotional intelligence as outlined by Daniel Goleman, one of the pioneers in EQ research.
Goleman’s framework suggests that those who can work with diverse personalities without conflict tend to be more adaptable and collaborative. Candidates with strong EQ will explain how they adapted to the situation, respected the other person’s perspective, and used communication to bridge gaps rather than escalate tensions.
Handling stress effectively is a hallmark of emotional intelligence. High EQ is directly correlated with resilience and coping mechanisms in high-pressure settings. Candidates who mention techniques like deep breathing, re-focusing on priorities, or reaching out for support often show a high degree of self-awareness.
Look for responses that reflect a balance of self-care and commitment to the team, indicating they can manage their stress without letting it impact their productivity or relationships.
Studies show that it’s not just about asking the right questions—it’s also about understanding the right responses. Here’s what the academic literature says to look for:
If a candidate’s answers feel too surface-level or rehearsed, research suggests pressing a little further. Here’s how:
Instead of just accepting vague answers, ask for a specific example and the outcome. For instance, if they say, “I always manage stress well,” follow up with, “Can you give me a specific example of when you did that and the result?” This forces them to dig into real experiences, revealing more about their EQ.
Candidates with high EQ will often reflect on what they learned from past situations. Asking follow-ups like “What did you learn from that experience?” helps you see if they’re introspective and growth-oriented—key traits of emotionally intelligent people.
Research suggests that non-verbal cues can also reveal emotional intelligence. Candidates who maintain eye contact, speak calmly, and show open body language are more likely to have high EQ. Keep an eye on how they present themselves and react to questions.
Emotional intelligence isn’t just a nice-to-have; it’s a game-changer for building a resilient, collaborative team. According to the studies we reviewed, employees with high EQ adapt more easily, communicate better, and create a positive workplace culture.
By asking the right emotional intelligence interview questions and analyzing the responses, you can find candidates who bring both technical skills and the EQ to enhance team dynamics.
In the end, hiring for EQ can make a huge difference in productivity, employee satisfaction, and even client relationships. So next time you’re in an interview, skip the generic questions and go straight for these EQ-based questions that are backed by research.
The 5 C's of interviewing include Competency, Character, Communication Skills, Culture Fit, and Career Direction. Competency involves having the necessary technical skills for the task, often assessed through technical evaluations during the interview.
To conduct an effective interview, start by making the applicant comfortable, such as by establishing rapport with a shared topic before diving into more challenging questions. Utilize open-ended questions to encourage detailed responses, listen more than you speak, take notes diligently, and be mindful of legal boundaries in questioning.
When giving an interview, it's advisable to arrive early, prepare a brief summary of your experience relevant to the position, listen attentively to each question, maintain a positive demeanor while avoiding negative remarks about previous employers, and be conscious of your body language and tone.
A good interview should begin with a friendly opening to make the candidate feel at ease, followed by proper introductions. Set clear expectations for the interview, treat it as a conversational exchange to gather essential information, and share your leadership philosophies. Finally, allow the candidate to ask their own questions.
