In this series, manpower reporter Tay Hong Yi offers practical answers to candid questions on navigating workplace challenges and getting ahead in your career. Get more tips by signing up to The Straits Times’ HeadSTart newsletter.

Q: Why is meeting all stated requirements in a job advertisement not always enough for me to clinch the job?

A: Advertised job descriptions often list the primary skills, qualifications, and experiences required to fulfil the job’s responsibilities, says Mr David Blasco, country director at recruitment agency Randstad Singapore.

However, these descriptions may not cover all the required responsibilities, Mr Blasco adds.

In fact, many aspects of a job are not, or cannot be, included in the description, says Ms Cherrie Lim, a director at executive search firm Ethos BeathChapman.

These include cultural fit, the hiring manager’s personal preferences, salary expectations, the urgency of the role or internal policies like nationality quotas, as well as diversity, equity and inclusion initiatives, she notes.

Conversely, Mr Blasco cautions that some job listings may have an overly exhaustive list of requirements that could cause job seekers undue worry about how much is expected of them.

He reassures: “It is common for jobseekers to not match all the requirements listed in a job advertisement.

“While job descriptions are important, they should serve more as a self-evaluation guide for candidates to understand if they are suitable for the role and look for development opportunities.”

He advises those unsure about a job’s full scope of work to clarify details with the recruiter or company.

“When you ask questions about the job requirements, it also shows that you’re a detailed and proactive candidate,” he adds.

Nonetheless, it is still possible for candidates to not be given a job offer despite meeting the explicit requirements for the role.

One common reason is cultural fit in any given company or organisation, notes Ms Lim.

“Even if your skills, experience and attributes are impressive, these may be overlooked if you don’t align with the company’s values and culture.”

Poor interview preparation can also be a reason to decide against someone for the role.

Ms Lim recounts: “I’ve seen candidates who look strong on paper but didn’t bother to do basic research, like on Google, on the company before the interview.

“If you don’t know what the company does, you’ll struggle to articulate why the job resonates with you, how you can add value, or how you’ll make a difference.”

This lack of preparation can signal to hiring managers that a candidate is either not prepared enough or not genuinely interested in the role, she adds.

Echoing her sentiments, Mr Blasco says: “A good interview performance can make you stand out by showing your enthusiasm, communication skills and critical thinking to potential employers.”

After all, soft skills like communication and capacity for teamwork are conveyed through interviews, and often matter in the selection process beyond a candidate’s technical prowess, he notes.

However, beyond being a good fit for an organisation, experience and growth potential also matter, Mr Blasco says.

“Candidates with broader experience or growth potential are often more attractive as they may offer fresh perspectives and innovative solutions, and have a positive mindset towards taking on more complex tasks or greater responsibilities as they develop.”

One way Mr Blasco advises candidates to demonstrate potential for growth is to showcase professional development and leadership during their previous employment or educational experiences.

Hence, continued upskilling goes a long way towards showcasing growth potential, he says.

“Being proactive in lifelong learning is very attractive to employers as it shows initiative and passion towards skills development and bettering oneself to contribute at work,” Mr Blasco adds.

On the flip side, someone who seems poised to outgrow their role quickly could also be passed over for the job, notes Ms Lim.

“Companies are hesitant to hire someone who might pose a high flight risk, as they want someone who will stay and grow with the firm,” she says.

She adds that it is possible for a candidate to have everything that is needed for the job but be outshone by an even stronger candidate.

Mr Blasco suggests that those who are repeatedly passed over for job offers when they seemingly meet the stated requirements reflect on potential weaknesses and work to close the gap.

For instance, those who struggle with interviews may consider practising mock interviews or seeking feedback from hiring managers on how to improve, so they can clearly communicate their skills and enthusiasm.

They should also tailor their applications to explicitly address each company’s unique values and requirements.

“Highlight both your immediate qualifications and lifelong learning goals, focusing on your transferable skills and adaptability to increase your chances of success,” Mr Blasco advises.

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