As competition in most industries has increased, technology has evolved, and innovation has moved to the forefront, organizations have come to realize the importance of having employees with high levels of emotional intelligence (EQ). According to studies, 90% of high performers have significant levels of EQ, and it is the single best predictor of performance. Learn the traits of high EQ, how they translate into professional behaviors, and how to assess it in prospective hires.

1. There is intense competition for qualified employees as the business world continues to change dramatically.Professionals with strong
technical abilities who also havehigh levels of emotional intelligence(EQ) are at the top of every organization’s wantlist,regardless of
industry.EQ was firstintroduced in the early 1990s and has sinceevolved to become a significantconcept, especially within talent
management and recruitment. WhileEQ has many aspects,in general, itrefers to one’s ability to perceive, understand, and ma nage his/her
emotions in positiveways; to understand others’ emotions, viewpoints, and behaviors;and to engage emotionally with others. Through
many research studies,EQ has been proven to correlateto an individual’s attitude,management style,interpersonal skills,a nd his/her
ability to adaptto changingbusiness and work environments. Because professionalswith high EQ are typically high performers and have
potential to lead organizations,businessunits,and teams, the demand for these individualsis strong.
As executive search consultants,we understand the significanceof EQ. Marc Datz, Senior ManagingConsultant,has been with Helbling&
Associates for more than 17 years,and he describes EQ as “the ability to manage one’s own emotions toward a productiveend and not let
emotions take precedence over logic and common sense. Emotional intelligencealso means havingan intuition when dealingwith others,
understandingwhat they’re really tryingto communicate, readingbetween the lines to determine issues thataren’t readily apparent,and
adaptingan approach to be sensitiveto those issues. Professionalswith these qualities typically havethe abilities to think of the bigger
picturebeyond the roles they’re in or aregoing into, and they are the ones who advanceand create value in organizations.”
“When I started in this business in 1978,the concept of emotional intelligencewas non-existent,” says PresidentTom Helbling.“There were
few identified ‘soft skills’with effective communication,and the abilities to manage and build relationships beingthe most sought after.
Most of us weren’t awareof the full scopeof emotional intelligenceuntil recent years.I believe that’s because, as competi tion in most
industries has increased,technology has evolved, and innovation has moved to the forefront, organizations havecome to the realization
that it’s not justtechnical skills they need in employees to make their businesses high-performingentities.They also need professionals
who areresilientand adept at relatingto others, and who can develop cohesiveteams and manage change. It's these types of
professional traits,which aretypical in individuals with high emotional intelligence,that aremost attractiveto organizationsin various
industries.”
There has been significantresearch thatdemonstrates the impact that EQ makes upon job performance. Interestingfindings include:
 90% of high performers possess high EQ, while80% of low performers have low EQ. (TalentSmart)
 Most workers rate havinga caringboss as better than money or fringe benefits. In interviews with two million employees at 7 00
companies,it was found that the length of employees’ tenures and their levels of productivity aredirectly related to the
relationship they have with their immediate supervisor.(Gallup Organization)
Traits of high EQ and how they translate to professional behaviors
American psychologist Dr.Daniel Goleman, Ph.D., has studied and written extensively about EQ and believes that ithas five primary
characteristics:Self-Awareness,Self-Regulation, Self-Motivation,Empathy, and Social Skills. Thecharton the followingpageoutlines these
attributes and how they translateto professional behaviors.
The Value of High Emotional Intelligence
& How to Assess It in Prospective Employees
By Sami L. Barry

2. Assessing EQ in Prospective Employees
Workingwith diverseorganizations on executive searches for the past 23 years,Helbling& Associates understands theimportance of
attracting and securingprofessionalswith the necessary technical skills for roles and functions.Wealso knowthat itis EQ that allows
individuals to achievehigh performance and reach their full potential.As such,whileit can be difficultto assess a prospectivehire’s EQ,itis
important to observe and consider this characteristic during a recruitmentprocess.
When initially speakingwith employment candidates,it’s easy for most of us to sense the obvious signs of EQ, such as communication and
•Understands his/her emotions and reasons for his/her
actions,and how those affect others.
•Clear understandingof his/her strengths and
weaknesses, with willingnessto improve both.
•Emotionally balanced and resilient.
•Independent and self-reliant.
•Responds positively to constructivecriticism.
Self-Awareness
•Does not make rash or emotional decisions,and does
not compromisevalues and beliefs.
•Remains calmand in control.
•Adaptable and flexibleto different types of situations,
includingthosethat may be stressful and difficult.
•Committed to assumingresponsibility for actions.
Self-Regulation
•Works consistently toward goals and has high standards
for work and performance.
•Optimistic and resilient.
•Ambitious with strong inner drive.
Self-Motivation
•Puts himself/herself in others' situations.
•Respects others and listens intently.
•Can effectively lead teams and organizations.
Empathy
•Communicates effectively and builds rapport.
•Develops and maintains solid relationships.
•Manages change and resolves conflicts.
•Participativemanagement styleand adept at getting
others to buy into initiatives and goals.
•Develops teams and provides constructivefeedback.
•Puts others atease.
Social Skills

3. social skills.However, other traits can be more difficultto uncover and can only be revealed through askingopen-ended behavioral
questions.The chartbelow outlines samplequestions thatcan reveal a prospectiveemployee’s EQ level within the primary characteristics.
These questions can also beadjusted appropriately when speakingto a candidate’s professional references,which we highly recommend as
well.
Self-Awareness
•In comparison to your colleagues,would you consider yourself a high- or low-energy person?
•What areyour strengths and weaknesses and what do you do to improve upon them?
•How would your colleagues describeyou? Do they likeworkingwith you and why?
•Describehow your mood affects your performance and productivity.
Self-Regulation
•How do you manage stress?
•How do you manage others' stress?
•Describea stressful situation you'veexperienced professionally and how you handled it.
•Describea time when you had a difficultdecision to make.
Self-Motivation
•What motivates you in your career?
•Describea time when you went above and beyond what was expected of you?
•What areyour short- and long-term career goals?
•How do you motivate others?
•Why is our organization and its roleof interest to you?
•What results do you expect to achievein the prospective rolewithin 3 months, 6 months, and one
year?
Empathy
•How important arerelationshipswith co-workers?
•How do you build rapport?
•Describea time when understandingsomeone else's perspective helped you to accomplish a task or
resolvean issue.
•Describea time when you motivated someone elseto accomplish a task.
Social Skills
•What is your preferred method of communication with colleagues,directreports, bosses,and
customers?
•How would you describeyour relationshipswith your colleagues,directreports, and bosses?
•What areexamples of the kinds of behaviors,actions,or attitudes you are most likely to relate to at
work? Conflictwith?
•Describeaccomplishments you have achieved through your influence and persuasiveness.
•Describea conflictthat you were involved in at work and how you resolved it.

4. “If you’re interviewinga candidatefor a leadership position,gauge his/her honesty, and ability to have candid conversationsand garner
respect,” says Datz. “To be a good leader, a person must have the ability to be sensitiveto others, recognize what’s important to them, and
appreciatetheir uniquesituations.It’s the only way for them to truly earn trust and grow loyal employees.”
Adds Senior ManagingConsultantTom Dunn, “I also observeemotional intelligencein the questions a candidateasks of me about a client,
its team, the role, and the boss,and how the questions areasked. In doing so,I can make certain educated guesses on the type of person
they are and what his/her motivations may be in exploring the opportunity.”
Other observations of candidates thatwe suggest hiringmanagers make include:
 Are they passionateaboutthe role,its objectives,and your organization?
 Do they interact and communicate well?
 Do they listen firstand respond last?
 Do their non-verbal cues match what they are saying?
 Do they seem to model the values of your corporateculture?
 High performers often speak of accomplishments in firstperson language(I,me, we), will usepasttense about previous
experiences, and will bedirect, factual,and personal in their responses.
Whilegivingattention to all of the aspects of EQ can take time, it ensures the necessary consideration of a prospective employee’s abilities
and his/her potential to become a valuable,long-term team member within an organization. Today’s business environmentdemands a
certain level of EQ in employees as they areexpected to do more, their roles change, and they have to work collaboratively.Progressive
firms understand the tremendous valueof EQ and how to develop it in their employees. It is those organizationsthatwill excel
exponentially and lead their sectors goingforward.
To learn more about how you can develop your own EQ, read ‘Further Your Career by Developing Your Emotional Intelligence.
Sami L. Barry is Director of Marketing for Helbling & Associates. She has been with the firm for more than 20 years, and creates articles,
blogs, and other content that focuses on the A|E|C, facilities management, real estate industries, as well as talent management and
career development.
Helbling & Associates is a retained executive search firm specializing exclusively in construction, engineering, facilities
management, and real estate. Located in Pittsburgh, Pennsylvania, we represent domestic and Canadian organizations.
Website: www.helblingsearch.com
Blog: blog.helblingsearch.com
Contact: (724) 935-7500
helbling@helblingsearch.com