How we assess communication skills when hiring in the Philippines

IN THIS ARTICLE

Adapting to audiences · Listening carefully · Handling disagreement

One of the questions we’re regularly asked by leaders considering Denova is: “How are the English skills in the Philippines?”

It’s a reasonable question. If you’re considering bringing a specialist into your team, you need confidence that they can understand requirements, contribute to discussions and work effectively with colleagues.

Before I first moved to the Philippines in 2011, I knew relatively little about the country. Spend time here, though, and you quickly realise how widely English is used in business and, in my experience, often in social settings too.

But knowing that doesn’t tell you how an individual will communicate in a particular role. That still needs to be assessed, essentially to the same standard as it would be in the UK.

For me, the assessment goes beyond whether someone can hold a fluent conversation. I want to understand how they explain their work, listen to others and respond when a discussion becomes more difficult.

Here are three things I pay particular attention to when interviewing candidates.

FIELD GUIDE / 01

Three things we look for

Communication that helps the whole team move work forward.

1. Adapting to different audiences

An embedded specialist might discuss the same piece of work with a technical colleague, a finance leader and a business user. Each person may need a different level of detail.

A technical colleague may want to understand how something has been built. A finance leader may be more interested in what the information means and what decision needs to be made. A business user may want to know how a change will affect their day-to-day work.

I look for whether a candidate can explain a complex subject clearly, then go deeper when the audience needs it.

For example, a data specialist might explain a reporting issue to a business stakeholder in terms of its impact and the decision needed. With a technical colleague, they may need to discuss the underlying logic, data sources and limitations.

The aim is not to remove the detail. It is to make the important points understandable to the person involved.

This matters for embedded specialists because they work as part of a client’s team. Their technical skills are important, but so is their ability to share what they know and help others move the work forward.

FIELD GUIDE / 02

One issue. Three conversations.

How a reporting issue might be explained to different stakeholders.

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2. Listening carefully and responding in a structured way

Good communication starts with understanding what the other person is asking.

During an interview, I often ask questions with several parts. I’m interested in whether the candidate follows the question, addresses the different elements and gives an answer that is easy to follow.

That reflects real working situations. A stakeholder may explain a problem, raise a concern and ask about timing in the same conversation. If only one part is addressed, important expectations can be missed.

For example, a client might ask why a report is delayed, what can be done in the meantime and when they can expect an update. A useful response needs to cover each point, even if the answer to one of them is that more information is needed.

Asking for clarification is a positive. I would rather someone check what I mean, or ask me to repeat part of a question, than confidently answer a different question.

I also see this as one part of an assessment, rather than a memory test on which the whole decision should rest. The question needs to be fair and relevant to the work. What matters is whether the person can listen, organise their response and make sure they have understood what is needed.

3. Handling disagreement constructively

I may politely challenge a point during an interview to understand how a candidate responds to a different perspective.

Can they explain their reasoning without becoming defensive? Can they acknowledge uncertainty? If they believe they are right, can they clarify their position respectfully?

I’m not looking for someone who agrees with everything I say. Clients need colleagues who can raise concerns, challenge assumptions and explain their recommendations when there is a good reason to do so.

For example, a stakeholder might request a change to a report that appears straightforward but would affect how a key measure is calculated. The specialist needs to explain the implications, listen to the stakeholder’s reasoning and work towards an appropriate solution.

Communication skills are often tested most during disagreement. I want to see that a candidate understands that differing views are a natural part of developing ideas and finding the best way forward.

The aim is a respectful discussion, not to make someone uncomfortable for the sake of it. A candidate should feel able to explain their thinking, ask questions and change their view if the conversation brings new information to light.

The standard should follow the work

English fluency is important for the roles we recruit for, but strong workplace communication involves more than speaking the language.

A person needs to understand the people they work with, explain their ideas clearly and take part in the conversations that help a team make decisions. Depending on the role, written communication and other skills may also be important.

That is why we assess each candidate against the needs of the role and the people they will be working with. Those standards matter whether someone is based in the Philippines, the UK or anywhere else.

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