Soft Skills UK: Examples, Training & CV Tips

Soft skills are the personal attributes and behavioural competencies that determine how effectively an individual works with others. While hard skills relate to technical knowledge and job-specific ability, soft skills influence communication, leadership, teamwork, adaptability and decision-making in the workplace. In modern UK organisations, soft skills are no longer viewed as secondary to technical expertise; they are increasingly central to performance, culture and long-term business success.

Employers assessing candidates, employees preparing CVs, and organisations investing in training all encounter the same question: what are soft skills, and how should they be evaluated or developed? The answer requires both practical HR understanding and legal awareness. In the UK, recruitment decisions must be fair, evidence-based and compliant with the legal framework for recruitment. Employers should also ensure selection practices minimise discrimination risk, including risks arising under the Equality Act 2010 in recruitment, and that personal data generated during hiring processes is handled lawfully under UK GDPR in HR. Soft skills can legitimately influence decisions, but only where they are objectively relevant and applied consistently.

What this article is about:
This guide provides a comprehensive explanation of soft skills in the UK workplace. It defines soft skills and distinguishes them from hard skills, offers a structured list of examples, explains how to present soft skills on a CV or resume, and examines how employers can assess and train soft skills lawfully. It also explores soft skills training programmes and outlines the compliance considerations organisations should address when embedding soft skills into recruitment and development strategies.

Section A: What Are Soft Skills?

Soft skills describe the interpersonal and behavioural competencies that shape how an individual performs in a working environment. Unlike technical qualifications or job-specific training, soft skills relate to how a person communicates, collaborates, manages pressure, solves problems and responds to change. They influence not only individual productivity but also team dynamics, leadership effectiveness and organisational culture.

For UK employers, soft skills are increasingly recognised as commercially significant. However, their assessment must be grounded in objective, role-relevant criteria to avoid subjectivity, inconsistency and legal exposure. In practice, poorly defined “soft skill” requirements can drift into biased decision-making, creating risk under equality law, including indirect discrimination where criteria disadvantage a protected group without justification. Employers can reduce this risk through structured assessment methods, clear scoring and manager training to mitigate recruitment bias.

1. What is a soft skill?

A soft skill is a non-technical ability that affects how a person interacts with others and approaches their work. These skills are behavioural rather than procedural. They include communication, emotional intelligence, teamwork, adaptability and critical thinking.

Soft skills are often demonstrated through conduct and patterns of behaviour rather than formal certification. For example:

• The ability to resolve conflict constructively
• Managing competing deadlines without supervision
• Presenting information clearly to colleagues or clients
• Remaining composed under pressure

Unlike hard skills, soft skills are not typically proven through exams or qualifications. They are observed in real-world interactions and workplace scenarios. While some commentators describe soft skills as “inherent” traits, it is more accurate to view them as behavioural tendencies that can be developed over time through experience, coaching and structured training.

2. Soft skills vs hard skills

Understanding the distinction between soft skills and hard skills is essential for both employers and job applicants.

Hard skills refer to specific, teachable abilities that are measurable and often role-specific. Examples include coding, financial modelling, data analysis, operating machinery or drafting legal documents. Hard skills are usually acquired through formal education, training or professional experience and can be assessed through testing or certification.

Soft skills, by contrast, influence how those hard skills are applied in practice. A technically competent employee may struggle if they cannot communicate effectively, collaborate within a team or manage client relationships.

The difference can be summarised as follows:

• Hard skills answer the question: Can the person perform the technical tasks required for the role?
• Soft skills answer the question: How does the person perform those tasks and interact within the workplace?

In recruitment, both categories are relevant. However, overemphasising soft skills without clear job-related justification may create legal risk. Under the Equality Act 2010, employers should ensure that selection criteria are linked to role requirements, applied consistently and, where a criterion may disadvantage a protected group, capable of being justified as a proportionate means of achieving a legitimate aim. This is particularly important where soft skills are assessed through subjective impressions rather than structured evidence.

The most effective hiring and performance management frameworks balance both skill types, ensuring that behavioural competencies support technical expertise rather than replace it.

3. Synonyms for soft skills

The term “soft skills” is widely used in recruitment and training contexts, but it is sometimes criticised for implying that these skills are secondary or less important than technical abilities.

Common alternative terms include:

• Interpersonal skills
• People skills
• Behavioural competencies
• Core competencies
• Employability skills
• Transferable skills

In professional HR practice, “behavioural competencies” is often preferred because it frames these attributes as measurable workplace behaviours rather than personality traits. This also supports fairer assessment and aligns with good practice in recruitment.

Regardless of terminology, the concept remains consistent: these are the skills that govern how individuals function within a working environment.

Section Summary
Soft skills are behavioural competencies that influence how individuals communicate, collaborate, lead and solve problems at work. They differ from hard skills, which relate to technical or job-specific expertise. For UK employers, soft skills are commercially valuable but must be assessed in a way that is objective, role-relevant and legally robust, with safeguards to minimise bias and discrimination risk.

Section B: List of Soft Skills (With Examples)

Soft skills cover a broad range of behavioural competencies. The specific skills that matter most will depend on the nature of the role, the organisational environment and the level of responsibility involved. However, certain soft skills consistently appear in recruitment criteria and performance frameworks across UK industries.

When identifying which soft skills are relevant, employers should ensure that each competency is clearly linked to the duties of the role. Vague or overly subjective requirements may increase the risk of inconsistent decision-making and discrimination claims. Structured interviews, documented scoring criteria and training for hiring managers can help mitigate risk, particularly in light of concerns around interviewer bias and emerging use of AI in recruitment.

1. Communication

Communication is the ability to convey information clearly and to understand others accurately. It includes verbal, written and non-verbal communication, as well as active listening.

Workplace example:
An employee who summarises complex information in a clear email to stakeholders, invites questions and ensures alignment before proceeding.

In roles involving clients, teams or external partners, communication skills are often essential. However, employers should avoid imposing unnecessary communication standards that are not directly linked to job performance. For example, requiring an overly polished presentation style where written accuracy is the primary requirement could expose the organisation to challenge.

2. Emotional intelligence

Emotional intelligence refers to the ability to recognise, understand and manage one’s own emotions while responding appropriately to the emotions of others.

Workplace example:
A manager who notices tension within a team meeting and addresses concerns constructively rather than allowing conflict to escalate.

Emotional intelligence can be particularly relevant in leadership and customer-facing roles. Where assessed, employers must consider whether their expectations could disadvantage neurodivergent candidates or those with mental health conditions. In some cases, reasonable adjustments may be required to ensure fair assessment.

3. Teamwork

Teamwork is the ability to collaborate effectively with others toward a shared objective.

Workplace example:
An employee who shares workload during peak periods and supports colleagues to meet collective deadlines.

In many modern workplaces, teamwork is fundamental. However, employers should distinguish between genuine collaboration requirements and subjective expectations about personality or “cultural fit”. Clearly defining behavioural indicators helps reduce legal risk.

4. Leadership

Leadership involves influencing, guiding and motivating others to achieve defined goals. It is not limited to formal management roles and is often developed through structured management and leadership development programmes.

Workplace example:
A senior technician who mentors junior staff and coordinates workflow without direct managerial authority.

When leadership is a selection criterion, employers should define the specific behaviours expected rather than relying on abstract character judgments. Promoting inclusive decision-making aligns with good practice in inclusive leadership.

5. Problem-solving

Problem-solving is the capacity to identify issues, analyse information and implement effective solutions.

Workplace example:
An employee who identifies inefficiencies in a process, proposes a structured solution and monitors outcomes.

Problem-solving often combines analytical ability with interpersonal skill, particularly where resolution requires negotiation or persuasion. Structured assessment exercises can help test this skill in a consistent and defensible way.

6. Critical thinking

Critical thinking involves assessing information objectively and forming reasoned judgments based on evidence.

Workplace example:
A project lead who evaluates competing proposals against measurable criteria before making a decision.

Critical thinking reduces risk and supports professional decision-making. In regulated sectors, it is closely aligned with governance and compliance responsibilities.

7. Organisation and time management

Organisation and time management relate to planning, prioritising tasks and meeting deadlines efficiently.

Workplace example:
An employee who structures their workload to meet multiple deadlines without compromising quality.

These skills are relevant across most roles. Employers should ensure workload expectations remain realistic and aligned with working time rules to avoid stress-related risk and potential legal exposure.

8. Adaptability

Adaptability is the ability to respond constructively to change, new information or shifting priorities.

Workplace example:
An employee who adjusts workflow smoothly following changes in regulatory requirements or business strategy.

While adaptability is valuable, employers should avoid framing it in a way that penalises individuals who require structured processes or reasonable adjustments. Expectations must be proportionate and role-specific.

9. Negotiation

Negotiation involves reaching agreement through structured discussion and compromise.

Workplace example:
A sales professional who secures a mutually beneficial contract without undermining margin or client relationships.

Negotiation skills are particularly relevant in commercial, procurement and management roles. Clear behavioural indicators allow this skill to be assessed objectively rather than impressionistically.

10. Initiative

Initiative is the willingness to act proactively rather than waiting for instruction.

Workplace example:
An employee who identifies a compliance risk and escalates it appropriately before it develops into a problem.

Employers should distinguish between constructive initiative and bypassing established procedures. Encouraging initiative must not undermine governance frameworks or accountability structures.

Section Summary
Soft skills encompass communication, emotional intelligence, teamwork, leadership, problem-solving, critical thinking, organisation, adaptability, negotiation and initiative. These competencies shape how technical skills are applied in practice. For UK employers, defining soft skills clearly, linking them directly to job requirements and assessing them through structured, bias-aware processes is essential to ensure consistency, fairness and legal compliance.

Section C: Soft Skills on a CV or Resume

Candidates frequently ask how to present soft skills on a CV or resume. Employers, in turn, often question how much weight should be placed on self-declared attributes. While soft skills are valuable, simply listing them without evidence rarely strengthens an application. In competitive UK recruitment markets, credibility depends on demonstration rather than assertion.

For employers, this section clarifies how soft skills commonly appear in applications and how they can be assessed more rigorously during selection. Inflated or misleading claims may also raise concerns similar to those seen in cases involving a fake CV, where exaggeration undermines trust and due diligence.

1. How to list soft skills on a CV

Soft skills should not appear as a generic list detached from experience. Statements such as “excellent communication skills” or “strong team player” are common but lack persuasive value unless supported by context.

A more effective approach is to integrate soft skills within achievements and responsibilities.

Weak example:
– Excellent communication skills

Stronger example:
– Delivered weekly progress presentations to senior stakeholders, ensuring alignment across three departments

The second example demonstrates communication ability through observable action. It also enables employers to probe further during interview.

Where a separate “skills” section is used, it should be concise and tailored to the role. Applicants should avoid copying generic soft skills lists without linking them to the specific job requirements.

2. Evidence-based soft skills examples for CVs

Employers typically verify soft skills through behavioural questioning and reference checks. As a result, candidates should ensure that any soft skill claimed can be substantiated with a real example.

Examples of evidence-based soft skills statements include:

• Resolved customer complaints through structured negotiation, reducing escalation rates by 25%
• Coordinated cross-functional project teams to deliver regulatory changes ahead of deadline
• Managed competing priorities during peak trading periods while maintaining accuracy

These statements demonstrate measurable outcomes rather than personality descriptors.

For employers, this distinction is important. Applications that rely heavily on vague soft skills language may indicate limited experience or poor self-assessment. Structured interview frameworks and documented scoring systems reduce bias and improve defensibility in recruitment decisions. Where concerns arise post-hire regarding competence, employers may need to follow a fair capability procedure rather than relying on informal judgments.

3. Common mistakes when listing soft skills

There are several recurring errors in CV soft skills presentation:

• Overloading the CV with buzzwords
• Failing to tailor skills to the role
• Using subjective or exaggerated language

Including every soft skill from a standard list weakens credibility. A role requiring analytical independence may not prioritise the same soft skills as a customer-facing sales position. Terms such as “world-class communicator” or “natural-born leader” invite scrutiny unless supported by clear evidence.

For employers, reliance on self-reported soft skills alone is insufficient. Structured shortlisting criteria and written justification for decisions strengthen transparency and reduce discrimination risk.

4. How employers verify soft skills during recruitment

Employers typically assess soft skills through a combination of:

• Behavioural interview questions
• Scenario-based assessments
• Group exercises
• Psychometric testing
• Reference checks

Behavioural interviews are particularly effective. Asking candidates to describe specific past situations provides insight into how they have actually behaved under pressure or conflict.

However, UK employers must ensure that assessment methods remain lawful and proportionate. Selection criteria should be directly linked to the requirements of the role. Interview questions should not elicit protected characteristics under the Equality Act 2010, and psychometric testing must comply with data protection requirements.

Where a candidate has a disability, reasonable adjustments may be required to ensure fair assessment. This may include additional time in written exercises, alternative formats or structured questioning. Practical guidance on implementing adjustments can be found in examples of reasonable adjustments in the workplace.

Section Summary
Soft skills on a CV or resume should be demonstrated through evidence-based examples rather than generic lists. Employers verify soft skills through structured interviews and assessment methods, which must be applied consistently and in compliance with UK employment and equality law. Clear linkage between claimed behaviours and job requirements benefits both candidates and organisations.

Section D: Soft Skills Training & Development

While some individuals may display strong interpersonal competencies early in their careers, soft skills are not fixed traits. Organisations can develop communication, leadership, problem-solving and emotional intelligence through structured training and consistent feedback. For UK employers, investment in soft skills training is often linked to improved employee engagement, stronger management capability and reduced workplace conflict.

However, training programmes must be implemented carefully. Beyond commercial objectives, employers should consider contractual obligations, equality compliance and working time requirements when designing development initiatives. Failure to address these issues may expose the organisation to unnecessary legal risk.

1. What is soft skills training?

Soft skills training refers to structured learning designed to improve behavioural competencies in the workplace. Unlike technical training, which focuses on systems or processes, soft skills training develops how employees interact, communicate and make decisions.

Typical programmes include:

• Communication workshops
• Leadership development sessions
• Conflict resolution training
• Negotiation skills programmes
• Emotional intelligence development
• Time management courses

Training may be delivered internally by HR or learning and development teams, or externally by specialist providers. In some cases, certain forms of training may be classified as mandatory training where completion is required as part of the employee’s role.

2. Benefits of soft skills training for employers

Effective soft skills training can deliver measurable organisational benefits.

Improved leadership capability
Managers with strong interpersonal skills are better equipped to manage performance, handle grievances and support employee wellbeing.

Enhanced team productivity
Clear communication and collaborative problem-solving reduce duplication and inefficiency.

Stronger client relationships
In customer-facing roles, negotiation and communication skills directly influence commercial outcomes.

Reduced workplace conflict
Training in communication and respectful workplace behaviour may help prevent disputes escalating into formal complaints.

In certain circumstances, proactive training may support an employer’s ability to demonstrate that reasonable preventative steps were taken to reduce workplace misconduct. This can be relevant in defending harassment or discrimination claims.

3. Types of soft skills training programmes

Employers may choose from several training formats depending on organisational size and budget.

Instructor-led workshops
Delivered in person or virtually, often interactive and scenario-based.

E-learning modules
Cost-effective and scalable, though less interactive.

Blended learning programmes
Combine digital learning with facilitated workshops and coaching.

Executive coaching
Targeted one-to-one development for senior leaders.

Where training is delivered outside normal working hours, employers must consider whether attendance counts as working time under the Working Time Regulations 1998 and whether it affects entitlement to rest breaks under working time and rest rules.

4. Choosing internal vs external soft skills trainers

Some organisations develop internal training capability, while others engage external trainers.

Internal delivery may offer cultural alignment and long-term cost efficiency.

External trainers may provide specialist expertise and independent perspective.

Before appointing external providers, employers should conduct appropriate due diligence to ensure training content is inclusive and aligned with equality standards. Selection decisions should not disadvantage particular groups and may require consideration of reasonable adjustments for mental health where participation formats create barriers.

5. Legal considerations for soft skills training

Soft skills training programmes intersect with several areas of UK employment law.

Working time compliance
Mandatory training generally counts as working time. Employers should ensure that total working hours do not breach statutory limits and that employees receive appropriate rest.

Equality and accessibility
Training opportunities must be offered fairly and without discrimination. Where training delivery disadvantages disabled employees and no adjustments are made, this may amount to a failure to make reasonable adjustments.

Contractual implications
If training is mandatory, it may form part of the employee’s contractual obligations. In some cases, employers may seek to protect investment through a repayment of training costs clause, provided such clauses are drafted lawfully and proportionately.

Data protection
Where training involves assessments, feedback reports or psychometric testing, personal data must be processed lawfully, transparently and securely in accordance with UK GDPR principles.

Section Summary
Soft skills training enables organisations to strengthen leadership, collaboration and communication across the workforce. Structured programmes can deliver commercial and cultural benefits, but they must be implemented in compliance with working time rules, equality law and data protection obligations. A balanced, legally informed approach ensures that soft skills development enhances both performance and organisational resilience.

FAQs

1. What are soft skills examples?

Common soft skills examples include communication, teamwork, emotional intelligence, leadership, adaptability, negotiation, organisation and problem-solving. These skills influence how individuals interact with others and apply their technical expertise in the workplace. Employers typically assess them through structured interviews, scenario-based exercises and documented scoring frameworks to reduce bias.

2. What is the difference between soft skills and hard skills?

Hard skills are technical, measurable abilities such as coding, accounting or operating machinery. Soft skills are behavioural competencies such as communication and collaboration. Hard skills determine whether a person can perform specific tasks, while soft skills determine how effectively they perform those tasks within a working environment.

3. Can soft skills be taught?

Yes. Although some individuals may develop certain behavioural tendencies early in life, soft skills can be improved through structured training, coaching, mentoring and regular feedback. Many organisations integrate soft skills training into leadership and professional development programmes.

4. Are soft skills more important than hard skills?

Neither category is inherently more important. Most roles require a combination of technical competence and behavioural effectiveness. In senior, management or client-facing roles, soft skills may have greater commercial impact, but technical ability remains essential.

5. What soft skills do UK employers look for?

UK employers commonly prioritise communication, teamwork, adaptability, problem-solving, organisation and leadership. The specific soft skills required will depend on the nature of the role and its responsibilities. Employers should ensure that any soft skill requirement is objectively linked to the job description and applied consistently.

6. How do employers measure soft skills?

Employers assess soft skills through behavioural interviews, structured assessment exercises, group tasks, psychometric tools and reference checks. Selection processes should be documented and proportionate to minimise discrimination risk and ensure defensible decision-making.

7. Why are soft skills important in remote working?

In remote and hybrid environments, soft skills such as communication, self-motivation, time management and emotional intelligence are particularly important. These skills support collaboration, clarity and productivity when teams are not physically co-located.

8. How do I improve my soft skills?

Improvement typically involves self-reflection, seeking constructive feedback, participating in training programmes and practising behavioural techniques in real workplace situations. Coaching and mentoring can also accelerate development over time.

Conclusion

Soft skills are behavioural competencies that shape how individuals communicate, collaborate and lead within the workplace. While hard skills determine technical capability, soft skills influence performance, culture and commercial outcomes.

For UK employers, effective assessment of soft skills requires objective criteria, structured recruitment processes and compliance with equality and data protection law. Poorly defined or inconsistently applied behavioural criteria can increase the risk of discrimination claims and undermine defensibility in tribunal proceedings.

For employees and job applicants, demonstrating soft skills through evidence-based examples enhances credibility and career progression. Simply listing attributes without context is unlikely to be persuasive.

Organisations that invest in structured soft skills training strengthen not only individual performance but also overall resilience, engagement and leadership capability. When embedded thoughtfully and lawfully, soft skills development becomes a strategic advantage rather than a generic HR aspiration.

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