EXCLUSIVE: Soft skills over diplomas: why Gen Z is missing the hiring signal

A growing share of hiring managers say the problem with early-career candidates isn’t what they know, it’s how they show up.

New data from ResumeTemplates.com, based on a survey of 1,000 U.S. hiring managers, points to a clear shift in hiring priorities. Soft skills: communication, professionalism, work ethic, are now outweighing technical qualifications in many decisions. More than half of respondents say Gen Z candidates lack soft skills, while only 22% point to gaps in hard skills.

That imbalance is reshaping how employers evaluate talent. Around 60% of hiring managers say soft skills matter more than hard skills in the hiring process, and nearly two-thirds say they would choose a candidate with strong interpersonal skills and no degree over someone with a degree but weak communication or professionalism.

The reasons are practical. Technical skills can be trained relatively quickly. Soft skills, by contrast, take time, feedback, and management attention: resources many teams don’t have to spare.

“Most hard skills can be taught and learned fairly quickly, but soft skills take more management time,” said Julia Toothacre, Chief Career Strategist at ResumeTemplates.com. “While managers should be spending time with early career professionals helping them with their soft skills, many managers would rather they have the skills already. Soft skills are usually what help most candidates stand out because a manager doesn’t have to worry about how you’re going to conduct yourself in the organization or with clients.”

That expectation gap is most visible during interviews. According to the survey, 88% of hiring managers say they’ve witnessed problematic behavior from Gen Z candidates. The issues are basic but consistent: inappropriate dress, lack of eye contact, lateness, or even phone use during interviews.

These are not structural barriers so much as missed signals. In a hiring process where small cues carry weight, they quickly become disqualifying.

Toothacre suggests the fixes are straightforward but require intention.

“Candidates need to take the time to research topics such as professionalism in their industry or function to understand the standards. There is enough information available online these days to find it, especially regarding appropriate dress, which is a complaint I’ve seen consistently about professionalism. Written communication can be tricky when you’re in your early career, but AI is an easy way to help you approach situations professionally with clear communication. A good rule of thumb is to remember that company emails aren’t text messages. Use complete words and sentences in professional correspondence. The tools are out there, Gen Z just needs to utilize them.”

The gap extends beyond the interview itself. More than a third of Gen Z candidates rarely or never send a follow-up email after an interview: one of the simplest ways to reinforce interest and professionalism. At the same time, hiring managers say clear communication is the single most important soft skill, cited by 63% as the factor most likely to get a candidate hired.

What’s driving this shift is partly technological. As AI tools make it easier to acquire and demonstrate hard skills, they reduce the relative advantage those skills once offered. That leaves interpersonal abilities, the ones that can’t be automated in real time, as the main differentiator.

“Most soft skills show up when you’re communicating verbally with someone, even on a screen,” Toothacre said. “While AI is helpful in guiding your language choices or helping you prepare, it can’t keep you calm under pressure, help you diffuse a difficult situation, or walk through a negotiation. If these situations are done in writing, then yes, it can help, but in person, you’re on your own, and those are the soft skills managers are looking for in candidates.”

At the same time, hiring managers are not framing this purely as a generational failure. The survey data suggests a more structural explanation tied to how Gen Z entered the workforce.

“Gen Z grew up in a digital world, and much of their education and early work experience has happened online,” Toothacre said. “While they’ve had some in-person exposure, it hasn’t been at the same level as previous generations. It’s important to remember that soft skills like professionalism and punctuality aren’t innate; they’re developed through experience, feedback, and mentorship. Instead of labeling these as generational flaws, hiring managers should recognize the need to coach and support early-career professionals as they grow.”

There is also a shift in how younger workers view work itself. The survey points to a more transactional mindset, shaped by exposure to layoffs and instability, which may influence how candidates approach interviews and workplace norms.

“This kind of interview etiquette is absolutely fixable, but it also reflects how Gen Z views the world of work. Many younger workers don’t approach work with the same respect as previous generations, and that’s not by accident. They’ve watched older workers get laid off, burned out, or overlooked, and they’ve taken note. For Gen Z, work is often seen as transactional, something that can be replaced if it stops serving them,” Toothacre said.

For employers, this creates a trade-off. Candidates with strong soft skills require less oversight and integrate more easily into teams, a practical advantage in fast-moving or resource-constrained environments.

“Professionals with strong soft skills need less oversight, which is a huge win for busy managers. They’re looking for someone who can adapt quickly, work well with others, and require minimal hand-holding. In many roles, soft skills are what actually drive success, especially in collaborative environments. And when a new hire fits in seamlessly and performs well, it reflects positively on the manager too. That’s why soft skills often outweigh technical skills or even a degree in the hiring process,” Toothacre said.