How to evaluate soft skills effectively during hiring

Employers have long relied on qualifications and experience to assess candidates. While those factors still matter, they're no longer enough on their own.

Michael Page's Candidate Pulse research found that 86% of professionals believe employers value skills more than degrees, regardless of age, gender, seniority or region. Three in four also believe strong skills can compensate for not having a degree. These findings highlight a growing shift towards skills-based hiring and a broader view of what makes someone successful at work.

But while technical and job-specific skills are often easy to assess, soft skills can be harder to measure.

Communication, adaptability, teamwork and problem-solving rarely appear clearly on a CV. Yet these qualities often determine how well someone collaborates with others, responds to challenges and grows within an organisation.

For employers, the question is no longer whether soft skills matter. It's how to evaluate them effectively during the hiring process.

Why soft skills are becoming increasingly important

As organisations adapt to new technologies, changing priorities and new ways of working, the importance of soft skills continues to grow in driving workplace success.

Employees are expected to collaborate across teams, navigate uncertainty and build relationships with colleagues, clients and stakeholders through interpersonal skills. In many situations, these skills have a direct impact on job performance. This reflects findings from Michael Page's Talent Trends report, which highlights the growing importance of adaptability, communication and other human skills in today's workforce.

Our Candidate Pulse data reflects this trend. Professionals in sales, operations and office management identify soft skills as particularly important in their roles. Meanwhile, hard skills remain especially valuable in technical fields such as IT, engineering, finance and construction.

The reality is that technical knowledge help people perform specific tasks, while soft skills influence how effectively they work with others and adapt to change. Employers need both.

How to carry out soft skills assessment during hiring

Soft skills can be difficult to measure because they don't always show up in qualifications, job titles or years of experience. Taking a structured approach can help employers assess them more consistently and make more informed hiring decisions.

1. Start by identifying which soft skills matter most

One of the biggest mistakes employers make is treating soft skills as a single category.

Not every role requires the same behaviours, and assessing candidates against vague qualities such as "being a good communicator" can lead to inconsistent decisions.

Before interviewing candidates, specify the vital soft skills for success in the role.

For example:

• Sales roles may require active listening, relationship building and resilience.
• Leadership roles may require decision-making, influencing and conflict resolution.
• Project-focused roles may require organisation, collaboration and adaptability.
• Customer-facing roles may require empathy and communication skills.

Being clear about what you're looking for makes the hiring process more structured, helps reduce bias, and ensures alignment with company culture.

2. Use behavioural interview questions

One of the most effective ways to evaluate soft skills during structured interviews is to explore a candidate's past behaviour.

Instead of asking hypotheticals, use competency-based interview questions that encourage candidates to describe real situations they have experienced.

For example:

• “Tell me about a time you had to adapt to a significant change at work.”
• “Describe a difficult stakeholder relationship and how you managed it.”
• “Tell me about a situation where you disagreed with a colleague.”
• “Share an example of feedback that helped you improve.”

The goal isn't to hear the perfect answer but to understand a candidate’s soft skills by looking at how they think, communicate and approach challenges.

Look for evidence of critical thinking and problem-solving skills by paying attention to their self-awareness and accountability rather than rehearsed responses.

3. Assess learning agility, not just existing skills

One of the clearest messages from Candidate Pulse is that professionals are investing in continuous learning.

Nearly seven in ten professionals have completed training or courses in the last 12 months to improve their skills. Among those who invested in learning, 59% did so to help secure a promotion, while 58% aimed to support a career change.

The findings suggest that employability is increasingly linked to a person's ability to learn, adapt, embrace continuous improvement and develop new skills over time. This reflects a broader shift in career development, with many professionals building new capabilities through both vertical and horizontal career moves.

This makes learning agility an important soft skill to assess.

Consider asking:

• What new skill have you developed in the last year?
• What motivated you to learn it?
• How did you apply it in your work?
• Tell me about a time you had to learn something quickly.

Candidates who demonstrate curiosity, adaptability and a commitment to learning are often better prepared for future challenges.

4. Pay attention to behaviour throughout the process

Soft skills are not only revealed during formal interviews.

Every interaction, including a candidate’s body language, can provide valuable insight into their emotional intelligence, communication style and how they work with others.

During the interview, consider asking yourself questions such as:

• Do they listen carefully before responding?
• Can they explain complex ideas clearly?
• How do they engage with different stakeholders?
• Do they take responsibility when discussing challenges or mistakes?
• Are they open to feedback and alternative perspectives?

Sometimes these observations can be just as valuable as a candidate's answers.

5. Use practical exercises where possible

Interviews alone do not always provide a complete picture.

Practical assessments can help employers observe soft skills in action.

Depending on the role, this could include:

• Case studies
• Presentations
• Role-play exercises
• Group discussions
• Problem-solving activities

These exercises create opportunities for candidates to demonstrate communication, collaboration and decision-making skills in a realistic setting.

They also help employers make decisions based on observed behaviours rather than first impressions alone.

6. Use scorecards to create consistency

Soft skills can be particularly susceptible to subjective judgement.

Structured scorecards can act as a competency framework that ensure every candidate is assessed against the same criteria.

For each competency, define:

• What good looks like
• Examples of positive behaviours
• Examples of behaviours that may be a concern
• A consistent scoring framework

This creates a fairer process and makes it easier to compare candidates objectively. The same principle applies after hiring, where structured and qualitative approaches can support more effective performance evaluations.

7. Evaluate soft skills alongside technical expertise

A focus on soft skills does not mean qualifications and technical capability are no longer important.

Candidate Pulse found that four in five professionals believe their educational background helped them access better job opportunities. The findings suggest that the conversation should not be about choosing between qualifications and skills.

The strongest hiring decisions consider both.

Technical expertise helps employees perform their roles effectively, while soft skills influence how they communicate, learn and contribute over time.

Together, they provide a more complete picture of a candidate's potential.

Building a stronger hiring process

As skills-based hiring continues to gain momentum, employers need better ways to assess the qualities that are harder to spot on paper.

Candidate Pulse research shows that professionals increasingly view skills as a key driver of employability. It also highlights a workforce that is actively investing in learning, developing new capabilities and preparing for future opportunities.

For employers, this shift presents an opportunity to improve how talent is identified and assessed.

A structured approach to evaluating soft skills can lead to better hiring decisions, reduce bias and help identify candidates with both the capability to perform today and the potential to grow over time.

The strongest hiring processes consider the complete picture. Alongside qualifications, experience and technical expertise, they assess how people communicate, collaborate, adapt and continue learning throughout their careers.

As skills-based hiring becomes more common, assessing soft skills consistently and effectively can be challenging. A structured recruitment process can help uncover potential, reduce bias and improve hiring outcomes.

Looking to strengthen your hiring process? Speak to a Michael Page consultant about identifying candidates with the skills, experience and potential to succeed in your organisation.