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80 PCB007 MAGAZINE I JULY 2023 At one level or another, technology employ- ees must interact with internal and external cli- ents and stakeholders who may not have tech- nical backgrounds. So skills such as empathy, patience, and the ability to explain complex concepts in non-technical terms are crucial in building rapport, managing expectations, and ensuring their satisfaction. In the face of unexpected challenges or changes, employees must possess crucial skills such as critical thinking, analytical reasoning, and adaptability. ese skills enable them to e f f e c t i v e l y a s s e s s problems, think cre- atively, and adjust their ap proach to di s cover innovative solutions. e fact is that so skills directly influence teamwork levels; oper- at ional qualit y; cli- ent, stakeholder, and e m p l o ye e e ngag e - ment; project execu- tion results and, really, the general culture of the organization. Given that level of impact, it pays to focus on these during your hiring process. Here are five recommendations to consider, specific to so skills identification, that may help you improve your hiring quality. 1. Analyze the soft skills required for success. How will the incumbent be interfacing and collaborating with others? Will they be required to translate technical information and concepts into non-technical terms? Will they be working across the organization, or will they be focused on supporting their own close-knit team? How will they be expected to influence the work of others? What are the skills that, if lacking, could be detrimental to the team? 2. Pay close attention to the way they handle and respond to the interview process itself. Remember that candidates typically put their best foot forward during an interview. Have they prepared? Are they able to present their thoughts clearly? Are they willing to speak up or do they appear timid? Are they proactive in their communication or are you having to draw answers out of them? Does their body language convey confidence? How well are they able to articulate their experiences? If you notice red flags along the way, they may be a perfect fit in some environments but not in others. 3. Move beyond the technical questions. A s k a b o u t t h e i r exper ience in team settings, the role they p l a y e d , h o w t h e y r e s p o n d e d to c h a l - lenges, and how they sup- ported the team even when it was uncomfortable. Ask questions that help you identify their ability to handle ambiguity and respond to change. Consider their work- ing preferences and ensure that their values align with those of the organization. 4. Think two steps ahead. If they are successful in this role, will they have the so skills required to move into the next? ere is a strong temptation to place top performing technical employees in leadership roles over their peers in an attempt to repli- cate their performance. Remember that lead- ership is a different skill set. I've seen techni- cally brilliant performers promoted only later to destroy the dynamic of the team because they were not cut out for leadership. Ask questions that help you identify their ability to handle ambiguity and respond to change.