Rethinking credit talent: How soft skills are driving success

Across the business world, the days of landing a job based solely on a prestigious degree or a narrow set of technical expertise are largely behind us. Today, hiring managers aren’t just looking for people who have specialized knowledge—they’re looking for professionals who can communicate clearly, build relationships and collaborate effectively. 

Why it matters: Credit management has evolved from a numbers-driven, accounting-focused role into one that requires a balance of operational and interpersonal skills. In many cases, behavioral competencies carry more weight than functional abilities, provided candidates are willing to build and refine their technical capabilities. 

The credit profession remains a highly analytical field, calling for proficiency in areas like financial statement analysis, trade credit evaluation and accounts receivable management. Emerging technologies have streamlined operations for the credit department. With the help of digital platforms, credit teams can automate and offload the tedious parts of analyzing credit applications. 

As technology continues to advance, credit professionals are expected to strike a balance between leveraging automated systems for efficiency and maintaining the personal touch required for effective relationship management with customers. “Credit departments are looking for people who not only have the ability to navigate new tools, ERPs, payment portals and other systems, but also build clear lines of communication with customers and sales teams,” said Chris Myers, president/CEO of Professional Alternatives (Houston, TX). 

Although there’s no specific degree for a career in credit, hiring managers highly favor applicants with relevant education or professional certifications. According to a recent eNews poll, 45% of credit professionals look for a willingness to learn, underscoring that success in credit comes from continuous learning and skill-building over time. “When people have the desire to grow, you can mentor their success with knowledge and guidance,” said Heather Hansen, CBA, credit and AR manager at Intermountain Farmers Association (Salt Lake City, UT). “It is more about finding that eager, personable personality.” 

Credit professionals often work with multiple departments and customers, making communication and emotional intelligence (EQ) essential criteria—abilities that are often difficult to teach. “Are they comfortable talking to people, expressing empathy and taking difficult conversations head-on?” said Dallas Kleiboeker, CBF, retail credit and membership manager at MFA Incorporated (Columbia, MO). “In my personal opinion, I’d much rather hire an individual who has good relational skills and mediocre practical skills than someone with mediocre relational skills and good practical skills.” 

Problem-solving and conflict resolution are essential skills for credit experts, who must navigate customer disputes and collaborate effectively with multiple departments within their company. “I ask new hires about how well they handle confrontation because contractors can be tough to deal with in certain situations, so you must be able to control yourself,” said Nancy Behrenshauser, credit manager at J&L Building Materials Inc. (Frazer, PA). “We look for an analytical thinker with a calm but firm personality, someone who handles pressure and is good at doing detective work.” 

The bottom line: Every company has different criteria when hiring credit practitioners. When candidates are eager to improve and receive the right guidance, they can be shaped into exemplary team members. “What we try to do is gain a clear understanding of the prospective hire’s actual experience—what they’ve done, where they’ve excelled and struggled, what they enjoy and what tasks they tend to procrastinate on,” said Myers.