When recruiting, employers often focus heavily on technical ability, qualifications and career experience. These factors are important, but they do not provide the complete picture.
A candidate may have the right knowledge on paper yet still struggle to communicate, manage pressure or work effectively with others. By contrast, someone with strong interpersonal skills may adapt more quickly, build better relationships and contribute more positively to the wider organisation.
Technical skills can often be developed through training. Soft skills are usually much harder to teach.
No candidate will demonstrate every possible strength, but identifying the qualities most relevant to the role can significantly improve hiring decisions.
Here are four important areas to assess.
Self-awareness is the ability to recognise how your behaviour, communication and decisions affect other people.
This is especially important in management and leadership roles. Self-aware employees are more likely to understand their strengths, acknowledge development areas and adapt their approach to different situations.
A self-aware leader can recognise when their style is motivating a team and when it may be creating tension or confusion.
Ask candidates to describe:
A role-play exercise can also be useful. For example, ask the candidate to give constructive feedback to an underperforming employee. Observe whether they balance honesty with sensitivity and explain expectations clearly.
Self-control is the ability to manage emotions and respond calmly under pressure.
This does not mean suppressing every emotion. It means remaining professional and making considered decisions even when a situation is stressful or frustrating.
A volatile management style may sometimes be mistaken for strength, but frequent anger or impulsive behaviour can damage morale, trust and retention.
Use realistic scenario-based questions, such as:
Look for evidence that the candidate can pause, assess the situation and respond constructively rather than reacting impulsively.
Social intelligence is the ability to understand social situations, build relationships and adapt communication to different audiences.
It is particularly valuable in roles involving customers, stakeholders, contractors or large teams.
Socially intelligent employees can often identify what matters to other people and adjust their approach accordingly. This helps them influence, negotiate and resolve conflict more effectively.
Pay attention to how the candidate behaves throughout the entire recruitment process, not only during prepared interview answers.
Observe:
You can also ask for examples of building relationships with difficult stakeholders or influencing someone without direct authority.
Sensitivity to others means recognising and respecting the feelings, perspectives and contributions of colleagues.
Employees who demonstrate this quality are more likely to support teamwork, share credit and respond appropriately when others are struggling.
A lack of sensitivity can create serious problems. Employees who dismiss other views, take credit for team achievements or criticise colleagues publicly can quickly damage morale.
Ask candidates questions such as:
References may also provide useful context, although they should be handled carefully and consistently. Where appropriate, ask former employers about teamwork, communication and relationships rather than relying only on job titles and dates.
Soft skills should not be judged purely on instinct or whether the interviewer personally likes the candidate.
Use the same questions and scoring criteria for every applicant. Define what good evidence looks like before the interview begins.
You might assess candidates against:
This creates a fairer process and reduces the risk of unconscious bias.
Different positions require different interpersonal strengths.
A senior Facilities Manager may need strong stakeholder management and emotional control. A customer-facing coordinator may require empathy and communication. A technical specialist may need collaboration skills to explain complex information clearly.
Assess the qualities that genuinely support performance rather than looking for one ideal personality type.
Technical competence remains essential, but it should never be considered in isolation.
Self-awareness, self-control, social intelligence and sensitivity to others can have a major influence on leadership, teamwork and long-term performance.
By assessing these qualities through structured questions, realistic scenarios and consistent scoring, employers can gain a more complete understanding of each candidate.
The strongest hire is not always the person with the longest list of technical skills. It is often the person who combines the required expertise with the judgement, communication and emotional intelligence needed to work successfully with others.
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