TWP 12.7.25 - Flipbook - Page 38
COMMENTARY
Skills vs. behavior: Checking all of the boxes
BY KARLA VALLECILLO
When hiring, it’s easy to get caught up in checking the skills box. Can they do the job? Do they
have the right certifications? How many years of
experience?
But skills alone don’t guarantee success. A candidate might have all the technical know-how, but
if they can’t collaborate, adapt, or communicate
effectively, they may not be the right fit.
On the flip side, hiring someone purely for their
attitude and potential — without considering
whether they have the skills — can backfire, too. So,
how do you balance what a candidate knows and
how they work with others? Let’s break it down.
Skills matter (but aren’t everything): A data
analyst needs to understand numbers. A software
engineer has to know how to code. A salesperson
must close deals. Skills should take priority:
· When you need someone to hit the ground
running in a specialized role.
· When there’s little time or budget for training.
· When technical knowledge is critical to
success.
The role of behavior in hiring: Soft skills like
adaptability, teamwork, and emotional intelligence
play a huge role in long-term success and job satisfaction. A project manager who can’t lead a team
won’t get very far. A sales rep who creates a toxic
work environment isn’t worth the stress. Behavior
should take priority:
· When hiring for roles that require collaboration and leadership.
· When your company culture is key to success.
· When looking for long-term potential rather
than immediate expertise.
So, how do you make sure you’re not over-indexing on one at the expense of the other? Here are a
few ways to get it right.
Identify must-have vs. trainable skills. Not
every skill needs to be mastered from day one. Ask
yourself: Which skills are essential, and which can
be learned on the job? Example: Instead of requiring five years of experience with a specific software, consider whether a strong problem solver
could learn it in a few months.
Use behavioral assessments early on. Behavioral assessments give insight into how people
think and work. These tools help predict how
a candidate will handle challenges, collaborate,
and fit into your team. Example: If the job requires
resilience, an assessment can help determine how
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a candidate deals with setbacks.
Structure interviews to test both. Ask questions that evaluate both skills and behavior. An
example of a skills question is, “Tell us about a time
you used data to solve a business problem.” An
example of a behavior question is, “Describe a situation where you had to adapt to a major change.
How did you handle it?” This way, you’re not just
hiring someone who can do the job; you’re hiring
someone who will do it well within your team
dynamic.
Don’t just hire for culture fit; look for culture
add. You don’t want to hire clones of your current
team. Look for those who bring something new to
the table. If your company values innovation, hire
people who challenge ideas and push for creative
solutions — not just those who agree with everything.
So next time you’re making a hire, ask yourself: Are you hiring for today’s job, or for tomorrow’s potential?
Karla Vallecillo is a business development manager
with TalentQuest, a talent management company
recently acquired by Energage.
