When asked to list their skills, most professionals tend to focus on job descriptions and formal training. Yet experts say this approach overlooks a wide range of abilities developed through everyday work experience, including organisation, leadership, and conflict management, which often go unrecognised.
Ann Masterson, head of discipline in Human Resource Management at TU Dublin and a member of the National Skills Council, says adaptability has become one of the most valued traits in today’s labour market. She notes that while artificial intelligence is increasingly handling routine tasks, it cannot replace critical thinking or problem-solving abilities developed through experience.
“The longstanding principle is that change remains the one constant in the business world,” she said, adding that employees must continuously demonstrate analytical and adaptive thinking.
The way CVs are assessed has also changed significantly. With artificial intelligence now widely used in recruitment screening, candidates are expected to tailor their applications to specific roles, using keywords that align with job descriptions and industry requirements.
Masterson recommends that jobseekers highlight transversal skills, which extend beyond technical expertise. These include ways of thinking such as creativity and problem-solving, ways of working such as communication and teamwork, and tools for working including digital literacy and time management. Employers, she adds, are also placing greater emphasis on resilience, adaptability, integrity, and self-motivation.
A key shift in expectations is the demand for evidence. Rather than simply listing skills, candidates are now encouraged to demonstrate them through real examples of impact. This may include instances where problem-solving improved efficiency or where conflict resolution delivered measurable savings or benefits.
“You need to illustrate skills with concrete examples,” Masterson said, stressing that employers are looking for results rather than claims.
Despite this, many workers fail to recognise the full range of abilities they develop on the job. Research from Hays Recruitment suggests that 65% of employees in Ireland experience imposter syndrome, which can prevent them from acknowledging their strengths.
Masterson explains that responsibility often increases informally as employees prove their competence, but they may not identify the additional skills gained through this progression. She advises seeking feedback from colleagues or supervisors to gain a clearer understanding of one’s strengths.
“People often cannot see their own strengths clearly,” she said, noting that tacit knowledge gained through experience is often overlooked despite being highly valuable to organisations.
Skills gained outside of work, including volunteering, sports, and community involvement, can also strengthen a CV when properly framed. Rather than listing hobbies, candidates should highlight the skills developed and the impact achieved.
She also recommends structuring CVs with a dedicated skills section near the top, combining technical and transferable competencies, supported by measurable outcomes using frameworks such as STAR.
As hiring practices evolve, experts suggest that recognising and clearly presenting both visible and hidden skills may be essential for standing out in an increasingly competitive job market.
