Emotions and People

Human Resource is a function that deals with people. Emotions  Quotient in Human Resource and people are inextricably linked, and they must be handled with extreme caution for the benefit of both employees and businesses. We may have the most up-to-date HR Payroll course Tech trends to help us enhance efficiency and performance, but we are still dealing with humans, not machines.

Handing Emotional Quotient by HR

Understanding one’s own and others’ emotions keep the Emotional Quotient moving forward. HR is linked to some of the most emotionally charged times in an employee’s life cycle, including the first day on the job, discussions about remuneration and promotions, grievances and training, and even the last day on the job. It is crucial to observe, understand, and interpret employee reactions during these key times in order to provide the necessary support. HR can be a leader in infusing EQ into a company’s culture, which will assist the company in retaining top personnel and achieving its goals through effective leadership.

Emotional Quotient, along with creativity, teamwork, persuasion, and adaptability, is one of the top five in-demand Soft Skills in 2020, through the LinkedIn Learning 2020 Workplace Learning study, which is backed by a global survey. This demonstrates that in the post-Covid era, firms are attracted to professionals with strong people-oriented abilities to deal with future uncertainty.


The notion of EQ was developed by psychology professors Peter Salovey and John D. Mayer in 1990. Daniel Goleman, a noted author, discusses the five components of EQ in his book Emotional Intelligence:

1. Emotional awareness and observing them as they happen

2. Handling emotions with poise and exhibiting the ability to self-soothe and overcome challenges

3. Using self-motivation and emotions to reach high levels of performance

4. Empathy for others and the ability to understand and relate to their feelings

5. Social competency is required for good interpersonal connections and leadership positions in social interactions.

Why should HR executives be concerned with the Emotional Quotient?

EQ affects all elements of life, allowing people to function with self-assurance, resilience, motivation, and empathy. HR leaders rely on EQ to lead, manage, and cooperate with employees, while managers, in particular, use EQ to inspire engagement, motivation, retention, and productivity in their teams. Employees’ EQ is the foundation of a healthy work environment, allowing them to:

·       Build strong bonds with others.

·       Develop and improve

·       Effectively collaborate and communicate

·       Achieve your objectives

Higher Level of EQ in HR

Companies are effectively employing the lens of EI in important hiring, performance, and personnel management decisions following Covid-19. This is attainable if HR professionals have a high level of emotional intelligence (EQ) to make informed judgments throughout the employee life cycle. They can create a happy, engaged, and productive staff, even in distant settings, with the help of leadership. EQ is commonly found in high-performing people and effective leaders. While IQ and personality don’t vary much as people get older, EQ may be improved and maintained through learning and practice. Employees need EQ to deal with a variety of emotions caused by disappointments, tough clients or supervisors, stress, disagreements, anger, frustrations, obstacles, and so on

HR’s Role In Including Emotional Intelligence In Organizational Effectiveness

These positive strategies can help HR professionals introduce a healthy dose of EQ into the workplace:

·  Set the tone in the workplace by leading by example: All leaders impact colleagues, lower-level managers, and employees. HR leaders can inspire others by demonstrating EQ, allowing self-awareness, emotional regulation, and positive social skills to become leading forces in the workplace.

·  Teach workplace leaders how to improve their EQ: Human resources can provide training sessions to teach leaders active listening, problem-solving, conflict resolution, self-respect, and resilience. Providing these abilities to team leaders and managers allows them to turn difficult and possibly stressful situations into chances for growth.

· Emphasis on mental health: Allowing employees to withdraw from the responsibilities of their jobs allows them to reconnect with themselves. Employees’ EQ can be improved by using guided meditation to urge them to pause before acting. Employees can tune into their best selves by creating a setting conducive to health activities such as art, exercise, and music.

· Encourage employees to develop their natural abilities: Some jobs require more EQ than others, and each person brings their own set of traits and skills to their job and to the firm. Some employees may exhibit outstanding EQ traits, while others may only show certain components. HR directors can encourage employees to improve their emotional intelligence without pressuring them.

Emotional Intelligence And Organizational Effectiveness

Building a workforce of good employees and managers who value their own and others’ worth adds to workplace optimism. Employees with high EQ are better able to thrive and form strong interpersonal ties, creating a more meaningful and enjoyable work environment

We are witnessing a major shift in HR due to technological advancements such as AI, machine learning, and robotic process automation (RPA), which can be helpful, but when dealing with employees who are human and have emotions, Emotional Intelligence is essential. When a company practices EQ as a whole, it can serve as a retention tool for employees and a competitive advantage for staying ahead of the competition. Following Covid, the value of an EQ-driven company has gotten a lot of attention. This in-demand soft skill has emerged as one of the requirements for leaders to effectively communicate with their employees, build relationships, and create a productive workplace.  

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