We just placed a Project Engineer with an EPC firm here in Calgary. Excellent candidate—P.Eng. designation, 12 years of experience, knows ASME codes inside and out. Strong technical background across multiple disciplines.
But here’s the thing: he wasn’t the most technically qualified person we presented.
Two other candidates had more years of experience. One had worked on larger projects. Another had more specific SAGD exposure.
So why did this candidate get the offer?
Because when the hiring manager said, “This person will be the main project contact for clients, vendors, and internal stakeholders,” they knew he could actually do that. Not just manage the engineering—but communicate, collaborate, and lead without making everyone’s life harder.
That hiring decision got me thinking about something I see all the time. Technical professionals—engineers especially—sometimes think the credentials and experience are enough. P.Eng.? Check. Years of experience? Check. Technical knowledge? Check.
But that’s not what’s getting people hired anymore.
The Pattern I Keep Seeing
Look at almost any technical job posting we’re working on right now.
Project Engineer: “Excellent communication, leadership, and problem-solving skills.”
Piping Designer: “Foster a culture of teamwork, communication, and quality.”
Electrical Engineer: “Strong technical knowledge… excellent problem-solving, communication, and teamwork skills.”
I&C Engineer: “Excellent communication, leadership, and relationship-building skills.”
Every. Single. One.
These aren’t throwaway lines HR adds to make postings sound friendly. They’re actual requirements. And when we’re screening candidates, they matter as much as the technical qualifications.
Maybe more.
Why Technical Skills Alone Aren’t Enough Anymore
Twenty years ago, being technically excellent was enough. If you could do the calculations, understand the codes, and deliver solid engineering work, you’d have a long career.
That’s not the world we’re working in now.
Projects Are More Complex
EPC projects today involve more stakeholders, tighter timelines, and higher complexity than ever before. According to the Project Management Institute, 71% of project managers cite “ineffective communication” as the primary cause of project failure—not technical mistakes.1
An engineer who can’t explain design decisions to non-technical stakeholders becomes a bottleneck. A designer who struggles to collaborate across disciplines creates friction. A project engineer who can’t build relationships with vendors causes delays.
Technical expertise gets you in the room. Communication and collaboration skills determine whether projects succeed.
Work Is More Cross-Functional
Look at any of our EPC job postings. They all say some version of “coordinate with multiple disciplines” or “collaborate with engineering, supply chain, HSE, and other functional groups.”
Nobody works in a silo anymore.
That Piping Engineer we placed last month? Half his job is coordinating with Civil, Structural, Mechanical, and Process teams. The other half is actual piping design. If he couldn’t communicate effectively with those other groups, the technical skills wouldn’t matter.
Remote and Hybrid Work Changed Everything
Even though many energy sector roles require site presence, the pandemic shifted how we work. More virtual meetings. More written communication. Less hallway conversations where you can quickly clarify something.
That means communication skills matter even more than they used to. You can’t rely on informal check-ins to smooth over unclear emails or confusing documentation.
What Hiring Managers Are Actually Looking For
When I’m working with clients on technical roles, here’s what they tell me they need:
Communication Skills (But Not What You Think)
“Can write emails” isn’t what they mean.
They mean:
- Can you explain complex technical concepts to non-technical people?
- Can you document your work so others can understand it six months from now?
- Can you present design recommendations clearly?
- Do you listen to understand, not just to respond?
I placed an Electrical Engineer last year who wasn’t the most experienced candidate. But during his interview, he walked through a complex design challenge and explained it in a way that made sense to everyone in the room—including the project manager who wasn’t an electrical specialist.
That’s what good communication looks like.
Collaboration Without the Ego
Technical fields attract smart people. Smart people sometimes have egos. Egos kill projects.
Companies need people who can:
- Work across disciplines without territorial behavior
- Accept feedback without getting defensive
- Admit when they don’t know something
- Ask for help when they need it
- Share credit for successes
According to research from the Society for Human Resource Management, 89% of hiring failures are due to poor cultural fit and attitude issues, not lack of technical skills.2
I’ve seen technically brilliant candidates not get offers because they couldn’t collaborate effectively. And I’ve seen less experienced candidates land roles because they demonstrated they could work well with others. As we’ve seen in our work, personality and cultural fit still matter in recruitment.
Problem-Solving Beyond Calculations
Engineering is problem-solving. But the problems aren’t always technical.
When a vendor misses a delivery deadline, can you figure out a workaround? When scope changes mid-project, can you adapt? When two team members have conflicting approaches, can you facilitate a resolution?
That’s the problem-solving companies actually need.
Adaptability
Contract work is common now. (We talked about that in our recent post on contract vs. permanent work.) That means professionals move between companies, projects, and teams more frequently.
Each company has different processes, software, standards, and cultures. The faster you adapt, the more valuable you are.
I placed a Structural Engineer into a contract role a few months ago. First week, he asked great questions, learned their systems, and integrated smoothly. Another candidate I worked with years ago? Spent weeks complaining that his previous company did things differently. Guess who got their contract extended?
Leadership (Even Without the Title)
Most technical roles now include some version of “mentor junior staff” or “lead small teams as needed.”
You don’t need to be a manager to demonstrate leadership. Companies want people who:
- Take initiative without being told
- Help less experienced team members
- Influence others through expertise, not authority
- Step up when situations require it
The Remote Work Communication Factor
Even though many energy sector jobs require site presence, virtual communication has become standard. Teams coordinate across offices. Clients join meetings remotely. Documentation gets shared digitally.
That means your written communication and video presence matter more than ever.
Unclear emails cause confusion. Rambling presentations waste time. Poor video meeting presence makes you seem disengaged.
These aren’t minor issues. Research from McKinsey shows that employees spend nearly 20% of their workweek searching for internal information or tracking down colleagues to help with specific tasks—often because of poor communication.3
The professionals who communicate clearly save everyone time and frustration.
How to Develop These Skills
If you’re reading this thinking “I’m great technically but maybe not as strong on the communication side,” here’s what actually helps:
Get Honest Feedback
Ask colleagues you trust: “How do I come across in meetings?” “Is my documentation clear?” “Do I collaborate well?”
Most people never ask. The ones who do learn things that genuinely help them improve. This kind of direct communication often leads to the best outcomes.
Practice Explaining Technical Concepts Simply
Take something complex you worked on recently. Explain it to someone outside your field. If they understand it, your explanation was good. If they look confused, try again with simpler language.
This skill alone will set you apart in interviews and on projects.
Volunteer for Cross-Functional Work
Don’t stay in your technical silo. Volunteer for projects that require working with other disciplines. Join committees. Participate in design reviews outside your specialty.
The more you work with different groups, the better you get at collaboration.
Work on Emotional Intelligence
Notice how people react to what you say. Pay attention to team dynamics. Think about how your communication style affects others.
You don’t need to become a social butterfly. Just develop awareness of how you interact with people.
Take Advantage of Professional Development
Toastmasters helps with public speaking. Professional associations offer communication workshops. Online courses exist for presentation skills, technical writing, and collaboration.
These aren’t wastes of time. They’re career investments.
How to Demonstrate Soft Skills
In Your Resume
Don’t just list “excellent communication skills.” Give concrete examples.
Weak: “Strong communication and collaboration skills”
Better: “Coordinated with 5 disciplines to resolve design conflicts on $50M expansion project, reducing rework by 30%”
Weak: “Team player”
Better: “Mentored 3 junior engineers on ASME B31.3 piping design standards, improving first-time approval rates”
Show what you did, not what you claim you are.
In Interviews
Use the STAR method (Situation, Task, Action, Result) but weave soft skills into your examples naturally.
When they ask about a challenging project, don’t just talk about the technical solution. Talk about how you worked with the team, communicated with stakeholders, or adapted when things changed.
Through References
References matter. And reference checkers often ask specifically about communication and collaboration.
If your references can give specific examples of you working well with others, solving problems creatively, or communicating effectively, that carries weight.
What Employers Should Do
If you’re hiring technical professionals, here’s how to actually assess soft skills beyond the standard “tell me about a time” questions:
Ask Situational Questions
Give them a realistic scenario: “You’re three weeks from a major deadline and realize there’s a significant design conflict between Piping and Structural. Walk me through how you’d handle it.”
Listen for how they think through communication, collaboration, and problem-solving—not just technical solutions.
Include Multiple Interviewers
Different people assess different things. An HR person might catch communication issues that a technical manager misses. A peer-level engineer might spot collaboration red flags that a senior person doesn’t notice.
Panel interviews show you how candidates interact with different types of people.
Pay Attention to the Process
How do they communicate throughout your hiring process? Are emails clear and professional? Do they follow up appropriately? Are they responsive?
These small things reveal how they’ll perform on the job.
Check References Specifically for Soft Skills
Don’t just verify employment dates. Ask:
- “How did they handle feedback or criticism?”
- “Give me an example of how they collaborated with other teams.”
- “Did they communicate clearly with non-technical stakeholders?”
References often reveal things interviews don’t.
And remember: finding candidates who have both technical excellence and strong soft skills takes more than posting on job boards. Strategic sourcing and market knowledge help you identify professionals who bring the complete package.
The Complete Package
Technical expertise gets you considered. Soft skills get you hired.
When we placed that Project Engineer, the hiring manager told me: “All three final candidates could do the technical work. But this person is someone our clients will want to work with, our team will enjoy collaborating with, and who’ll make my job easier instead of harder.”
That’s what companies need.
We see this with every placement we make. The candidates who combine technical excellence with strong communication, collaboration, and adaptability? They move through the hiring process faster, get better offers, and have more stable careers.
The Reality Check
Look, I know engineers and technical professionals didn’t get into their fields because they love talking to people. You got into it because you like solving technical problems.
But the field has changed. Whether you’re working in traditional energy or renewable projects, the most successful technical professionals now are the ones who can do both—deliver excellent technical work AND work effectively with others.
The good news? These are learnable skills. You’re not either born with them or stuck without them. You can improve your communication. You can get better at collaboration. You can develop adaptability.
And the payoff is worth it. Better job opportunities. Higher compensation. More interesting projects. Less frustration with team dynamics.
Just like location strategy matters in recruitment and finding the right cultural fit is crucial for roles like Executive Assistants, understanding the complete professional—technical skills plus soft skills—is what leads to successful placements.
Ready to Position Yourself Better?
Whether you’re a technical professional looking to strengthen your candidacy or an employer trying to find people who have both technical skills and the ability to work well with others, we can help.
We understand what companies actually need in technical roles because we work with them daily. And we know how to assess both technical qualifications and the soft skills that make placements successful.
Let’s talk about finding technically excellent people who can also communicate and collaborate.
Soft Skills for Technical Professionals FAQs
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I’m an introvert. Does that mean I can’t have good communication skills?
Not at all. Good communication isn’t about being outgoing or talkative. It’s about clarity, listening, and thoughtfulness—things introverts often do well. You don’t need to become a different person. Just develop skills for explaining your work clearly and collaborating effectively.
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How do I improve my communication skills if I work mostly alone?
Practice writing clear documentation. Join professional associations. Volunteer for cross-functional projects when opportunities come up. Take online courses in technical communication or presentation skills. Even working alone, you probably send emails and write reports—those are opportunities to improve.
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What if my technical skills really are stronger than my soft skills?
That’s common in technical fields. Be honest about it, but show you’re working on it. Companies appreciate self-awareness and willingness to improve more than they appreciate someone who thinks they’re perfect. Take a course. Ask for feedback. Show progress.
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Do soft skills really matter for remote or site-based roles where I’m not interacting with many people?
Yes. Even isolated roles require clear written communication, coordination with other team members, and problem-solving beyond just technical issues. And most technical professionals eventually want career advancement—which always requires stronger soft skills.
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How do I talk about soft skills without sounding like I’m making things up?
Use specific examples. Don’t say “I’m a great communicator.” Say “I presented project updates to non-technical stakeholders monthly, which helped us get early buy-in on design changes and avoid rework.” Concrete examples are believable. Generic claims aren’t.