At Ethos HR, which remains one of the best recruitment agencies in Gujarat over the years, we are often asked by clients to judge the social expertise of a potential candidate.
This is because in today’s hiring methods, judging the emotional quotient of a candidate is very important, and when an employee is required in a position where leading by teamwork is required, and where the position offers scope of vertical promotion, the social expertise of a candidate becomes vital.
In other positions, professionals with high expertise in their fields of work with little social skills may be acceptable, but in positions which are key to organizational control, social expertise is a must.
This article touches upon the basics that both we and our clients look for when judging the social expertise of a job candidate.
The four areas of social expertise that are a must for organizational positions
The four areas of social expertise that we try to evaluate in candidates for key organizational positions include:
- The ability to build relationships: the ability to build genuine social bonds
- The ability to collaborate: the ability to invite and welcome the thoughts and contributions of others in executing work
- The ability to resolve conflicts: the ability to resolve differences in many things including work styles or opinions
- The ability to understand and align with organizational culture: this ability helps to understand organizations and support organizational maneuvers
The importance of social expertise areas to organizations
Why do organizations and our clients insist upon these four areas as the most important areas of social expertise in a candidate?
We have given the answers here in short.
Ability to build and sustain relationships:
If we take all other factors in an employment situation as equal – how we manage our relationships is what defines success. Better performance within an organization and healthy contribution to an organization is impossible without the ability to build and sustain healthy relationships based on shared values.
Most key organizational positions require cross-departmental or cross-level functioning and someone who does not believe in honorable relations would hurt an organization as he slowly moves up the corporate ladder, and comes in charge of executing enterprise-wide projects.
The ability to collaborate:
The quality of interactions in the workspace leads to best solutions, and that doesn’t happen without the synergy developed from collaboration – without working with others and inviting and welcoming their inputs and recognizing their contributions.
The best people for organizations are those who actively look for and invite collaborations. Those who don’t recognize the value of strong collaborative relationships fail to take organizations or themselves to higher levels of performance.
There is sufficient research in the HR market including research from the Center of Creative Leadership, US, to show that executives do not fail due to lack of technical competence, but they mostly fail due to interpersonal failures.
Ability to resolve conflicts:
Any one working in or running an organization knows workplace conflicts are inevitable, and this is one of the major needs that are possible to fulfill only by candidates who possess the previously mentioned two qualities. Strong sustainable relationships and a collaborative foundation with colleagues can withstand conflict s. Expressing conflict or differences in a manner that preserves the integrity of the relationships leads to better organizational results. The ability to accept differences and find solutions to work together and sustain relationships is critical for both employee and organizational success.
Ability to understand and align with organizational structure:
Employees cannot become star performers without this ability, and also cannot really contribute to their organizations. For example, an employee might have an outstanding concept or idea that can change the future of the organization. However, if that employee is unable to advance his ideas within the organization, gain sponsors, and interest – that idea will never make it to strategy tables. Both the employee and the organization lose in such a situation. This is why, the ability of an employee to maneuver within an organization and ability to understand and align with organizations is critically important in key organizational functions.
All that said and done, keep in mind that some job positions require little of these abilities, while some job positions require more of these abilities. However, for business leaders at any level, these are abilities without which they cannot function.