Getting hired these days is not just about sitting across a table answering questions anymore. It feels more like being thrown into a group project with strangers and told, “Figure it out.”
In many interviews, candidates are now asked to work together on tasks, solve problems as a team, and navigate disagreements while recruiters quietly watch. Others are asking to mimic the real job for even three days, just to gauge if they can work under pressure and think critically.
For the group work interviews, the aim is not just to see who talks the most, but who listens, collaborates, manages tension and adapts, the kind of real-life skills employers say matter far more than perfect CVs.
Joseph Mwangi says his recent job interview was more of a test of endurance rather than skills. “I attempted it for three consecutive days,” he says.
Each morning, at 8am, he would arrive at the office promptly, ready to convince his future boss that he deserved the job. “It wasn’t about my pre-qualifications, it was about doing the practical job, thinking, communicating and persistence. The oral interview took only 30 minutes out of the three days.”
In the interview, he was tested on how he handled pressure and uncertainty. He also had to prove that he could multitask. “It was overwhelming,” Joseph says.
With the changing workplaces, employers are now going beyond an impressive CV and degree.
Sharon Kaiga, a human resources expert in Nairobi, notes that over the past five years there has been a shift in how employers recruit. A first-class degree may open doors, but the ability to adapt to challenges and show curiosity now matters more for long-term career success.
“Yes, qualifications matter, but they’re not everything anymore. What we’re really looking for are skills, the human abilities that drive teamwork, innovation, and resilience,” says Ms Kaiga.
When she interviews candidates, she looks for more than rehearsed answers. She wants to know if a person can examine a problem, whether it involves a dissatisfied customer or a broken process, and determine how to fix it without being micromanaged.
“I realised employers want people who can speak their mind, handle pressure, multitask, and be proactive,” Joseph adds.
For Thomas Ouma, 27, a recent interview was also less about qualifications on paper and more about how he handled real-world scenarios. The interview included a simulation designed to test his practical ability under pressure.
“They gave me a pen and asked me to sell it to a customer. It was a sales job. They gave two products and asked me to convince a customer to choose one over the other, imagining the other was from a competitor. It was tough, but I managed. They asked how I would handle a customer wanting to return products that were near expiry. Will I remain calm? Will I adapt? That’s what mattered.”
Ivy Akinyi’s interview also came in an entirely different format: online instead of physical and with strict instructions. “Some interviewers in the past used to ask irrelevant personal questions, like whether I was married,” she says, adding, “It was a German translator job, and I was asked not to use AI [artificial intelligence]. “They were very clear: you cannot rely on AI tools to do the work. If AI could do it, the job wouldn’t be given to a human. The interview tested whether I could operate independently while respecting the integrity of the work.”
“They were also looking to see if I was desirable and likeable, someone who can be taught, and flexible. Academic qualifications matter, yes, but attitude and ability to learn quickly matter even more, especially for entry to mid-level roles.”
Festus Osinde, a senior HR specialist at Kenyatta National Hospital who previously worked in the automotive industry, says that he has noticed attitude consistently beats academic credentials when it comes to actual work performance.
“Workplace dynamics have completely changed, and technology is everywhere now, which means we focus on hiring people with the right mindset,” he says. “Customer service is fundamentally about who you are as a person, not just what you know from textbooks,” adding, “employers in technical fields are tired of candidates who can recite theory but freeze when faced with real-world problems.”
Some interviews are also becoming longer and others shorter.
Pauline Kerubo’s interview with the Public Service Commission stretched over months. “The interview required travel, as it was in-person, and demanded a detailed set of documents, from academic certificates to multiple clearances, including DCI, health compliance, CRB, and ethics and anti-corruption certifications.”
Over 100 candidates attended, and the panel comprised three serious evaluators. “There were so many questions requiring critical thinking. Each panelist judged differently, taking notes, scoring responses,” she recalls.
Pauline did not sit for written tests; but practical thinking came into play.
According to HR experts, these three skills stand out as non-negotiable in today’s workplace.
1. Critical thinking: Can you actually solve problems?
Reshma Mawji, the Head of People at BasiGo, says, “When we have two candidates, one with strong technical skills but low adaptability, and another with high curiosity and eagerness to learn, we choose the latter every time.” “We can teach you the technical stuff over time, but we can’t teach you to be curious about solving problems.”
Why does this matter so much now? Because workplaces face problems that did not exist five years ago and will not exist in the same form five years from now. The old playbook of following established procedures does not work when you're dealing with unprecedented challenges.
2. Digital fluency: You don't need to be a genius, just comfortable
Mr Osinde notes that you don't need to become a programmer or understand machine learning. But you need to be comfortable with technology in whatever field you work in, whether that's using spreadsheets effectively or navigating project management software.
“Whether you’re in engineering, finance, or administration, being computer literate is fundamental now,” says Mr Osinde. For back-office positions, he says that the ability to prepare professional reports and presentations using digital tools is now a baseline competency, not a bonus skill.
3. Adaptability: Can you handle change without falling apart
Industries get turned upside down overnight by new technologies or economic disruptions. New roles pop up that did not exist a year ago, while established positions disappear. In this environment, employers need people who can handle constant change.
“When adversity strikes, say, you’re put on a performance improvement plan, or your department gets restructured, you can't fall apart or become defensive,” says Ms Kaiga. “You need to demonstrate the ability to bounce back and adapt your approach.”
Ms Mawji says she sees this daily at BasiGo, where uncertainty is not an occasional challenge but a daily reality.
“People must be genuinely willing to unlearn old approaches that no longer work, relearn better methods, and continuously update their skills as the industry evolves,” she says.
4. Emotional intelligence
Another skill machines can’t replace is emotional intelligence, which Ms Kaiga defines as the ability to understand your emotions, recognise emotions in others, and manage both effectively.
“Some people snap at the slightest provocation, send angry emails they later regret, or create drama in team settings,” she says. “Knowing when to speak up, when to stay silent, and how to manage stress without inflicting it on others can make or break your career regardless of your technical skills.”
The ability to handle conflict professionally matters a lot. “Disagreements will always happen when people with different perspectives work together on complex projects,” says Ms Kaiga. “The difference between functional teams and dysfunctional ones is in how they handle inevitable conflicts.”
So how do you develop these essential skills? Start with genuine self-awareness, says Ms Kaiga, whose study of human psychology changed how she approaches work.
“Understanding why people behave the way they do and how your behaviour affects others provides a foundation for developing interpersonal skills,” she says.
“Create your own opportunities by volunteering for difficult projects and taking on tasks outside your comfort zone,” adds Mr Osinde. “If you don’t believe in yourself, no one else will.”
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