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With growing awareness of emotional intelligence (EI) and its role in the workplace, hiring managers are increasingly on the lookout for individuals with high EI during the interview and wider application process.

Research now links the majority of sought-after professional competencies to emotional intelligence, so it’s essential that you can show evidence of this regardless of the role or level you’re applying for.

Here are some tips for demonstrating core EI qualities at an interview, with advice on how to manipulate some of the more common questions to your advantage:

1. Put the emphasis on relationships

High EI individuals are able to influence others, develop relationships and to handle disagreements and conflicts effectively. During the interview use examples of where you have demonstrated an ability to not only work effectively in a group but to change the group dynamic for the better and even inspire others. But be careful not to brag. A big part of EI is also being aware of those around you and their strengths, so make sure to give credit where it’s due and to link past successes to those of the wider team.

2. Focus on the challenges as well as achievements

EI is strongly linked to resilience, and questions relating to past challenges and obstacles provide a platform to demonstrate your agility and ability to respond to new situations. Provide examples of meeting new challenges and how you’ve been able to learn and develop through these experiences.

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For every role in a company, there is a professional uniquely suited to it. Every employee has something valuable to contribute, and each person has his or her own needs and requirements to be supported and excel in a particular role.

According to the U.S. Census Bureau , roughly one in five people in the U.S. has a disability, and half of those individuals report a “severe” disability. As all professionals and their contributions are unique, so are the disabilities of each individual and how they must be accommodated during training.

Roughly one in five people in the U.S. has a disability.

How do you outline what “reasonable accommodation” is and plan ahead when training new hires? The government has specific outlines, and the federal Office of Disability Rights (ODA) defines reasonable accommodations as follows:

Many of these accommodations are simple changes that can be made before training begins. All it takes is clear communication between the employer and the new hire. These accommodations will improve the employee’s ability to do the job and save you both time and money.

According to the ODA, employers aren’t required to change essential functions of a job. However, they may alter how tasks are performed so the employee can complete them successfully. You’ll know what to eliminate and what to tailor through communication and trial and error. Your employee’s past professional experience may inform certain changes.

When it comes to someone’s pain threshold, there are good days and bad days, and particular tasks may be more challenging on some days. Consider together what tasks you can scale to accommodate what they can do on days that a physical or emotional disability hinders their ability to complete certain tasks with full focus.

These conversations lead to more efficiency across the board, but you’ll have to be flexible with the training schedule and flow with the new employee.

Screen sharing, specialized videos and software for project management and team-building help employees with disabilities learn at their own pace, with a trainer available to them as needed. Such technology makes it easier to stay in touch, particularly if you’re training employees remotely.

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and output tools will help them if they have visual disabilities or physical limitations with their hands.

If you and the employee aren’t familiar with the software, you can bring in a consultant to assist with training the employee on the software, or your training staff and the employee might learn together along the way.

There are various other types of devices and equipment that help employees overcome barriers , including:

Over time, you can switch functions that your employee cannot perform with other duties for which they have transferable experience. These kinds of exchanges balance everyone’s workload. Discuss this plan before training to know what to introduce during sessions. You might do training in separate sessions, starting with a specific set of tasks first and slowly introducing others.

Over time, you can switch functions that your employee cannot perform with other duties for which they have transferable experie

Managers should listen to employees to increase the likelihood of success and build a positive and open relationship. The employer should continue to check in with the employee during and after the training process.

With proper accommodation and open lines of communication, training will be successful. Small changes can transform a business’ work culture in addition to making anyone with disabilities welcome.

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