During a job interview, it is not uncommon to be asked the question, “Are you technical?” This is often accompanied by comments such as, "The candidate does not seem hands-on,” or “The candidate is not technical enough.” Such phrases, while common, carry biases that can shape career paths and influence workplace culture. What does it truly mean to be technical?
There is value in exploring the problematic nature of labeling someone as technical or non-technical and how this term is overly simplistic and potentially harmful. Organizations must redefine their approach to discussing skills and capabilities in more constructive and inclusive ways, encouraging questions that are not only better quality, but also more empowering.
What Is the Problem With the “Technical” Label?
There are several problems with the “Technical” label, including:
Ambiguous Definitions
Generally, being technical means having proficiency in hands-on tasks within a specialized field, such as server administration or software programming. However, this definition can be limiting and often influenced by individual perceptions, which may not fully appreciate the broad range of expertise that a person has. Also, this labeling overlooks the critical importance of collaborative skills—such as problem-solving and developing solutions as a team—which are essential in IT environments.
To assess the skills and capabilities required for a position, it is essential to move beyond narrow definitions and understand the job's tasks and responsibilities clearly. This approach involves evaluating the candidate's abilities and overall contributions to ensure a comprehensive assessment. For instance, when considering candidates for a programming position, it is not only their coding skills that matter. Their ability to innovate, collaborate on complex projects and contribute to the continuous improvement of development practices is equally important.
Unconscious Bias
The term “technical” can introduce bias into hiring and career development, potentially leading to decisions swayed more by perception than by a candidate’s qualifications. Here, hiring decisions can sometimes reflect personal biases if candidates do not fit a stereotypical image or lack certain qualifications not essential for the role. For instance, a candidate might be viewed as not technical enough if they lack server administration experience, even when the job primarily involves software development.
Unconscious bias can skew evaluations, leading to decisions based more on perceptions than actual skills. To address this issue, it is important to clearly define the skills required for a position. For example, rather than broadly labeling a candidate as “not technical enough,” it is more effective to specify areas for improvement, such as “needs advanced database management skills.” This approach not only highlights areas where candidates excel, such as developing user-centric reports, but also clarifies specific shortcomings. Clearly stating requirements, such as “requires experience building scalable applications with technology Y,” enhances the transparency and objectivity of the hiring process.
The Either/Or Mindset
Labeling roles as technical or non-technical can limit how comprehensively an employee’s skill set is used. For example, project managers can be seen as non-technical since they focus on organizing, managing resources and scheduling rather than hands-on tasks such as coding. However, this can lead to them being left out of important technical meetings (e.g., product development discussions). Although project managers mainly handle managerial tasks, they also have a deep understanding of how projects should run and how different parts connect, which can be very useful in technical settings.
Embracing a growth mindset is essential for maximizing the diverse skills that employees possess. When organizations avoid labels such as technical and non-technical, they open opportunities for cross-domain learning and collaborative problem-solving. By fostering such an environment, organizations can enhance collective success.
The Impact of Labeling
Labeling someone as non-technical can impact their career and self-confidence. This label might stop individuals from seeking technical learning opportunities or contributing to areas they feel they are not qualified for, leading to a cycle of exclusion and self doubt. This can result in imposter syndrome, where individuals doubt their abilities and feel they do not belong in their field.
For example, marketing professionals are known for their creative campaigns but may also possess strong data analysis skills. They might hesitate to offer insights on data-driven projects because they have been labeled non-technical. Encouraging all employees to share their diverse talents can unlock significant potential and drive organizational success. Involving marketing professionals in technical discussions offers fresh perspectives that enhance project outcomes and bridge the gap between creative and technical teams. This collaboration ensures that project needs and reporting standards are clearly defined, improving the quality of deliverables.
Addressing the Technical/Non-Technical Divide
To address the technical/non-technical divide, organizations should consider these strategies:
- Cultivate a growth mindset—Encourage team members to discuss and develop their skills, highlighting that all skills can be learned.
- Acknowledge and reward all contributions—Recognize a range of skills beyond technical abilities, such as leadership and conflict resolution, to promote comprehensive team development.
- Reframe language to foster specificity—Replace vague labels with specific skill descriptions to target growth effectively (e.g., change “[Employee] is not technical enough” to “[Employee] needs to learn how to use Python”).
- Be specific and objective in evaluations—Clearly define the skills required for roles or tasks to minimize subjective biases (e.g., specify “needs to learn JavaScript for web development”)
- Value diverse contributions—Acknowledge the unique contributions of all roles, from UX designers to software developers, enhancing respect and inclusivity throughout the organization.
Implementing these strategies can help organizations create a more inclusive environment that values all skills and fosters a culture of continuous learning.
It Is Time to Ask Better Questions
It is time to retire the binary labels “technical” and “non-technical.” Embracing a more nuanced understanding of what it means to be skilled in today’s technology-driven workplace can foster a more inclusive, equitable and productive environment. Let us ask better questions that reflect the specific skills and knowledge needed, encouraging continual learning and appreciating the full range of expertise we have at our workplaces.