Why soft skills are the hardest skills of all.

Why soft skills are the hardest skills of all.

The term “soft skills” is not an accurate description of these important competencies. In my experience supporting engineers through the Chartered process at Engineers Australia and interviewing hundreds of engineers as a recruitment consultant, they are often the hardest skills to demonstrate.

Most engineers don’t begin a career in engineering because they are highly extroverted people. They enjoy calculations, design, and fixing things. The important aspect of engineering that involves liaising with clients, other professionals, government and community may not resonate until well after graduation.

What are soft skills?

Communication, stakeholder management, leadership, teamwork, creativity, adaptability and interpersonal skills…

To name a few.

They are generally developed from experiences that can’t be learnt in a classroom. Some people are naturally strong in these areas and some engineers work extremely hard to develop them throughout their career. In particular, engineers that a follow a leadership or project management path will depend on this skill set to achieve outcomes, motivate teams, and deliver projects.

Why do engineers need them?

Aside from some obvious commercial reasons (delivering engineering projects on time and to budget), influencing and communicating to the wider community and non-engineers is extremely important.

Is it a good idea if no one understands what it is? Essentially, a professional engineer’s biggest obligation is to the community. Engineers develop incredible solutions and are responsible for so many day-to-day concepts: the cars we drive and the roads we drive on, the buildings we live & work in, medical equipment, access to clean water… all of these things require engineering design and advice. But all of these concepts also require consultation and communication to effectively develop and integrate them.

If they are so important why aren’t they added to the university curriculum? Well, let’s be honest, universities have enough to teach when it comes to core technical competence over the 4 years students spend at university.

I believe the industry has an obligation to offer support and mentoring following years of formal learning. If we are to develop well rounded engineers into the future, this is a necessary investment.

How do I develop these skills?

Spend time to self- assess. Asking your manager, teammates and peers for feedback can be a great way to identify what areas you can improve on. Also, identifying someone in the industry who you look up to for a certain skill-set can help you recognise what you want to become better at.

Here are some suggestions for how engineers can develop soft skills:

·        Find a mentor – someone who is strong in these areas and can guide you through developing them. This could be a formal or informal mentoring arrangement.

·        Speak to your manager - ask if the organisation you’re working for runs any programs that can provide exposure to this kind of activity.

·        Network - step outside your comfort zone, speak to people from other professions, listen and learn!

·        Focus on self-improvement - enter a competition, enrol in a course, work on your presentation skills, or engage in any activity that will help communicate highly technical information to a variety of people.

·        Read books and listen to podcasts - learn from people who have already spent time developing these skills.

Chartered accreditation is something I look for when it comes to hiring engineers for my clients. A Chartered engineer is well-rounded: not only technically proficient but demonstrates an obligation to community, adds value to their employer, and displays a personal commitment to the profession. It means they don’t just hold a qualification but have been practicing engineering and had exposure to a variety of projects, roles and experiences.

During the hiring process it’s important to look for a balance of soft skills as well as a person’s technical capability. However, these skills can be hard to demonstrate on paper. A resume should only be one part of the hiring process.

This is why as a recruiter I aim to build strong relationships with candidates and develop a network of exceptional talent through conversation. This helps me to really understand what drives and motivates someone and get an understanding of how they integrate these skills into their role as an engineer.

Please feel free to get in touch via LinkedIn or [email protected] / 0417 688 198