The modern IT landscape has undergone a fundamental shift, and forward-thinking leaders recognize that hiring solely based on technical proficiency is no longer sufficient. A LinkedIn survey found that 9 out of 10 global executives agree that soft skills (also known as "human" or "durable" skills) are more important than ever. This isn't a new trend; it’s a strategic imperative that's reshaping how organizations build and lead technical teams.

Communication tops the charts

The data tells a compelling story. Communication is the top skill companies are hiring for right now, while adaptability is a soft skill that's "increasingly in demand," according to LinkedIn.

A survey by the Society for Human Resource Management found that 52% of employers are more relaxed about their educational requirements, focusing more on soft and self-taught skills, opening doors to a wider talent pool.

For IT leaders, this represents a seismic shift from the days when knowing the latest programming language or framework was enough to secure a position. Today's complex project environments demand talent who can understand architecture and Cloud implementations and then explain their solutions to the business, articulating value over functionality.

IT talent no longer work in isolation; they're embedded in product teams, interfacing with customers and often leading digital transformation initiatives that touch every aspect of the business. Without the ability to communicate effectively or lead others through change, simply understanding technology at a high level becomes a liability.

The limitations of traditional hiring

One of the most significant challenges facing leaders today is the disconnect between what appears on a resume and what that talent can deliver in real-world scenarios. Organizations are hiring based less on degrees and certifications and more on in-demand skills. If you fail to mention those skills on your resume, hiring teams will pass you by. While technical skills are easier to quantify and list, they often don't correlate directly with how you perform in collaborative environments. Today, there are more voices at the table -- product owners, developers, systems architects, business stakeholders, operational support and marketing. If you don’t know how to talk to each audience and have them walk away with a consistent strategic vision, you’re wasting time and money.

The problem compounds when we consider that many technical experts excel at learning new tools and technologies but struggle with resume optimization. Others may know how to present their credentials but lack the adaptability to thrive in dynamic project environments. Forward-thinking organizations are moving beyond resume-based hiring toward comprehensive assessment strategies that allow for those soft skills to shine.

Assessing the whole candidate

Effective assessment of non-technical competencies requires a strategic shift in how organizations interview. Rather than relying solely on deep technical challenges, successful workforce leaders are implementing behavioral interviewing techniques that reveal responses to real-world scenarios.

Practical assessment strategies include collaborative exercises where candidates work through problems with team members, demonstrating their ability to give and receive feedback constructively. Panel interviews are also increasing in popularity, so technical and non-technical team members can evaluate how well candidates adapt their style to different audiences.

Preparing for continuous change through upskilling

The pace of change means that specific technical skills have increasingly shorter shelf lives. The most common workforce response to these changes is expected to be upskilling workers, with 77% of organizations planning to do so. This shifts the focus from talent who know specific technologies to those who can effectively learn and adapt.

One way to do this is to bring in expertise who can help upskill and/or fill in the gaps while these skill sets are being matured. Given today’s ever-changing technology, this specifically works for IT and Data business lines, which can lean into short-term resources to bridge the gap.

Workforce leaders should prioritize candidates who show evidence of continuous learning, curiosity about new technologies and the ability to transfer knowledge effectively to key stakeholders.

Building high-performance teams

The most successful project teams combine deep technical expertise with strong collaborative capabilities. Rather than viewing soft skills and technical skills as separate competencies, effective workforce leaders look for candidates who can integrate both. This combination is crucial in complex project environments where technical decisions have organization-wide implications and require stakeholder buy-in.

Talent that can serve as technical translators and influence others without supervision become force multipliers, elevating their performance and their team's effectiveness.

A future-proof balanced approach

The future belongs to workforce leaders who can balance the above without compromising technical standards, and it involves expanding the definition of what makes a valuable hire. By implementing comprehensive assessment strategies that go beyond the resume alone, focusing on adaptability and creating environments where technical and soft skills are prioritized, organizations can build teams that are not only technically capable but also resilient, collaborative and positioned for long-term success.

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Balancing soft skills vs. technical skills as a workforce leader

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