How important is EQ IQ in HR – Reasons & Survey

The question, “What do you want your career to be tomorrow?” is something HR pros ask each other every day. Asking yourself that question can be deceptively challenging. There are, of course, a variety of different career options available—the majority of which will require a degree and a significant amount of relevant work experience.

But what if you don’t have a clue where your future career path should take you? HR professionals provide a range of services to their organization, but how much do they really care about what they do? Are they being compensated fairly? Do they have the resources they need to grow and succeed in their roles? Are their colleagues treating them with respect and equality?

EI is described as the perception, evaluation, and management of emotions in yourself and others. It is a concept that tries to connect both emotion and cognition and metacognitive processes.

Research shows that emotions, properly managed, can lead to trust, faith and commitment. Productivity, innovations, success as individuals, groups or organizations can take place in such a context where EI plays a crucial role

EQ score is one possible method for gauging one’s level of engagement within an organization. By taking the EQ IQ test in HR, you can learn more about yourself and see where you stand compared to your peers. But are there better ways to find out about your current opportunities and potential growth potential?

Here are some helpful tips on how to take the EQ IQ test in HR .

What is the EQ IQ test in HR?

The Eaton’s Quality Index (EQ IQ) is a common tool used by businesses to measure levels of engagement and well-being within their organization. The EQ test is based on the concept of “emotional quotient,” which is the equivalent of the “EQ” score in the job market.

The concept of the EQ IQ test is simple. You take the test and indicate how much interest, engagement, and enthusiasm you have for various career paths and/or specific departments. The scores are meant to provide an overall picture of how engaged and happy you are in your current role.

Take the Test

The EQ IQ test is essentially a personality test disguised as a job assessment. The test measures your “emotional quotient,” which is the balance between your conscious and subconscious minds.

Because your “EQ” is the sum of both your conscious and unconscious attitudes, behaviors, and thoughts, a high EQ score can indicate a strong desire to do the work and be with a team that provides meaningful work.

The test also has eight different sections, so there’s plenty of room for you to provide detailed feedback. Because there are so many possible reactions to a range of situations, the test measures your emotional intelligence in a highly individualistic way.

What does an EQ score in HR mean?

The EQ score is a helpful but not conclusive indicator of where you might excel in your career. It only tells you that you have the potential to reach a higher level of performance. But it doesn’t tell you where to focus your efforts.

 If your highest score is on the top end of the spectrum and you are interested in managing a team, for example, then it stands to reason that you would do well in that capacity.

However, if you are more interested in building a career at the lower end of the scale, then you would do well to take the opportunity to speak with your manager and discuss your interests and desires.


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Theoretical considerations when taking the EQ test

As you take the test, you will be presented with a series of read-only questions. The interviewer will write down how you respond to the questions and then take your score into consideration.

For example, if you score very high on the “How do you spend your day?” section, it may be a sign that you enjoy delegating tasks and taking charge of daily operations.

Tips for accurately interpreting your results

If you are feeling cautious since you are not aware of your exact strengths and weaknesses, here are a few tips to help you get a better score:

  • Identify what types of questions you are comfortable answering and write them down before the test.
  • Become familiar with the read-only questions on the test and think through what they mean.
  • Pay particular attention to the question about how you spend your day.
  • Ask yourself these questions as you take the test: Who, what, and how do I spend my day?
  • Take the test again from a different angle if you need to.
  • Read up on the theory of the test to get a better understanding of how it is scored.
  • Ask your manager and HR colleagues for feedback on your score.
  • Consider taking the test again a year later to see how you compare then to now.
  • And last but not least, don’t forget to smile and try your best to appear as if you enjoy your work!
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Image: Pixabay


The EQ IQ test is a popular method for measuring one’s emotional intelligence, or “EQ.” The test measures your level of engagement and excitement towards various career paths and specific departments within an organization.

While the test is helpful in determining where you might excel in your job, it is not a perfect indicator. Always make sure to talk with your manager and HR colleagues to get their honest feedback on your score.


Image: Pixabay

Research papers:

Paper 1.

The study/survey where determinants of ET were given weightage (see table below)

by Desti Kannaiah, R. Shanthi confirms that both emotional intelligence and work

life balance together create organizational success and develop competitive advantage

for organizations.

Understanding the potential and the talent that the employees and ensure the

difference that employees bring to the work place and value them to make it a part of

the organizational success. The work place should be better so that the employees can

have a better team work, find solutions for problem, enhanced job responsibility, group

mission, challenges, routine work, self confidence among workers.

Emotional intelligence will bring in better adaptability, empathy towards employee,

leadership qualities, group rapport, participative management, decision making, and

understanding among colleagues.



ITEM &( Weightage given by employees)


Associated with a number of positive outcomes (e.g., happiness, less stress)

Mentoring is necessary to pass on social relationships and also social relationships are important for defending relationships  between an organization and its customers, suppliers, distributors, and other relevant groups on which the organization depends for success

• I work under pressure (.688)

• I build rapport and keep others in the loop (.677)

• I make and maintain personal friendships among work associates (.626)

• I remain undisturbed during the critical (.501)

• I appeal to the core values of the group to clarify the alternatives and make the right decisions (.445)


It responds well to unforeseen changes by taking apt decisions. In fact, many of them thrive on change.

Adaptable managers often are excellent mentors for new employees because they can easily accommodate the schedule changes necessary to guide or help orient another into a new position.

The adaptive employee understands the work and finds creative ways to get the job done with little cost to the bottom line

• I face up prejudices and intolerance (.722)

• When it is necessary, I can take decisions independently of my position in the organization (.599)

• I have a good understanding of the forces that shape the views and actions of clients, customers, or competitors (.581)

• I consistently challenge bias and intolerance (.580)

• I am decisive, and able to make sound decisions despite uncertainties and pressures (.522)

• I seek out relationships that are mutually beneficial (.478)


Demonstrating initiative proved to be the most powerful work skills tool for bridging the chasm between the intelligent, average worker and the super productive, star worker.

If a employee is starting out in a new workplace, they will quickly be judged on whether they will go beyond their specific responsibilities and take initiative to face the challenges

• I consider myself an effective person, capable of taking on challenges and master new tasks (.707)

• I operate more from the expectation of success for fear of failure (.652)

• I actively seek out opportunities to meet the group’s mission (.627)

• I insist on getting my goals despite obstacles and setbacks that occur (.428)


Employees develop a sense of responsibility and pride in the success of the overall program.

Co-workers to achieve the goal of the organization and enables them to participate in hazard identification and problem-solving efforts.

Employees create a workplace free of discrimination, and to cooperate with and participate in the employer’s attempts to

accommodate the employee’s needs that are to be protected.

• I provide original solutions to problems (.778)

• I do not hesitate to deal with challenging goals and take calculated risks (.724)

• I take responsibility for my actions (.722)


An individual influences a group of individuals to achieve a common goal and is a process by which a person influences others

To accomplish an objective and directs the organization in a way that makes it more cohesive and coherent.

To inspire the workers into higher levels of teamwork, there are certain things one must know and do

Individual to work as a team, understand and complement one another and find innovative solutions to organizational problems.

• I respect and relate well to people from varied backgrounds (.830)

• I mentor, give timely coaching, and offer assignments that challenge and grow a person’s skill (.515)


Optimism is on the increase among employees working in the creative business. Optimistic employees work harder, longer and with a more innovative spirit.

Optimism must be infused in the workplace through the company’s values.

Focusing on the simple principle unleashed the optimism of both employees and consumers alike, making them proud to be part of organization. Workplace optimism is a culture attribute nurtured by managers

• I help out based on understanding other people’s needs and Feelings (.689)

• I have confidence in myself (.593)

• I have a guiding awareness of my values and goals (.515)

• I am organized and careful with my work (.435)


The role as a team builder is to lead the team towards cohesiveness and productivity.

A team takes on a life of its own and have to regularly nurture and maintain it.

Employee involvement, teams, and employee empowerment enable people to make decisions about their work.

• I draw all members into active and enthusiastic participation (.734)


Loyal employees are the heart of successful companies. When employees feel fulfilled at their jobs, they go above and beyond to help the organization improve.

Share expertise, resolve conflicts, suggest

improvements, boost morale, help co-workers, conserve resources,

• I don’t hesitate to skip the usual routines when it is necessary to carry out the work (.742)


The main goal of business process management is to increase efficiency and effectiveness of companies by improving business processes and thus to increase the company value.

For the employees, change implies continuous learning in order to tackle new

challenges and tasks by competing with their emotions

• I know that emotions I’m feeling at every moment and why (.826)

• I am willing to sacrifice myself in the name of the organization’s goals (.487)

• I know that emotions I’m feeling at every moment and why (.826)

• I am willing to sacrifice myself in the name of the organization’s goals (.487)


Empathy is essential among employees for endorsing a good relationship in workplace.

Empathy is also a key part of emotional intelligence that several researchers believe is critical to being an effective leader

• I show sensitivity and understand others perspectives (.762)

• I promote actionthat encourage a climate of friendship in the team (.693)

Ref: Desti Kannaiah,R. Shanthi,2005, A Study on Emotional Intelligence At Work Place, European Journal of Business and Management, Vol.7, No.24, 2015,

Paper 2:

Authors Athanasios Drigas, Chara Papouts proposed two areas where they cite

different authors on EI:

1.      The Impact of Emotional Intelligence on Leadership Effectiveness:

Daniel Goleman (2003) identified five elements that a leader must have to be effective

 and successful: 1) self-awareness, 2) self-regulation, 3) motivation, 4) empathy, 5) social skill. Goleman (1998) pointed out that leaders with EI are better at managing relationships and succeed in effective performance by the power of emotions.

People (leaders) who manage emotionally – who know and control their feelings and

distinguish and effectively treat the feelings of others – are beneficial in every area of

life, whether they are emotional and familiar, or adhere to unwritten rules governing

success in organizational policy.

2.      The Impact of Emotional Intelligence on Team Effectiveness

Effective Teams, aside from technical skills, must have emotional skills too. High EI teams are more creative, more cooperative, more effective, help each other, can differentiate their work in order to improve the outcomes of the team and the organization as a whole, can face difficulties or conflicts more constructively if they occur, think from different perspectives, and they can accept the diversity of people. Teams with high emotional intelligence skillfully manage and get the most from the personalities within the team, pay attention to both work and feelings, and regulate emotions in the team among the other members. EI in a team helps build trust, respect and understanding among members which may lead to better participation and collaboration, which in turn will produce better decision making, productivity, creative solutions, and an overall flourishing working


With reference to Athanasios Drigas, Chara Papouts in their paper  ‘Emotional

Intelligence as an Important Asset for HR in Organizations: Leaders and Employees’ , , Considering the positive effects of emotional

intelligence in the areas mentioned above , it is concluded that when leaders and

employees have emotional intelligence that can contribute to the efficiency and

effectiveness of themselves, and as a whole team it can therefore contribute to the

efficiency and effectiveness of the entire corporation (Figure 1).



Cuéllar-Molina, Antonia Mercedes García-Cabrera, Ma de la Cruz Déniz-Déniz in
their paper ‘Emotional intelligence of the HR decision-maker and high-performance

HR practices in SMEs’ published in the European Journal of Management and Business

Economics. The authors states the following:

The EI of the  persons (owners or managers) in charge of making decisions in the firm will condition the importance attached to the adoption and ulterior implementation of high-performance HR practices in SMEs.Thus, SMEs will be heterogeneous in their approach to HRM, as well as in the efforts they make to implement high-performance HR practices. However, if we consider the managers’ EI not as a whole, but rather as their different emotional competencies, we can obtain some additional conclusions, as we present below. In general, the majority of the HR decision-maker’s emotional competencies explain
the adoption of at least three high-performance HR practices.

The competencies that must explain the use of these practices are: self-control, orientation towards success, time management, service orientation, promotion of cooperation and conflict management, building internal relationships and communication.In addition, it must be highlighted that the motivation-related HR practices of Salary incentives and Equity in fixed salary are the practices that are almost always no conditioned by managers’ emotional competencies An important conclusion for SMEs in terms of the emotional competencies of their owner-managers is that SMEs with managers high in emotional self-management will undertake growth-oriented activities (improving the ability and motivation of the employees) because the emotional competencies in which they are high (self-control, orientation towards success, time management) are related to the manager’s entrepreneurial orientation. Similarly, if owner-managers in SMEs are high in emotional competencies related to

social awareness and relationship management (service orientation, promotion of cooperation and conflict management, building internal relationships and communication), the SMEs will build strong bonding internal social capital through the encouragement of participation and teamwork as an opportunity for improving internal networks inside the firm. Given that it is desirable for managers to have a critical mass of emotional competencies that include those in the three dimensions (self-management, social awareness and relationship management), it would be a guarantee for SMEs to grow based on strong internal bonds that would constitute a very important source of

advantage for them.

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