28 Mar Innate vs. Acquired Abilities: Why the Balance Matters in Global Hiring

In the world of workforce strategy, talent is no longer measured solely by what’s on a resume. As companies expand across borders and look to hire in dynamic global markets, they must pay close attention to a more nuanced picture of human potential. This means understanding the balance between innate abilities and acquired skills.

Innate abilities are the traits we are born with—our cognitive wiring, personality tendencies, and raw talent. Acquired skills, on the other hand, are learned over time through education, training, and experience. While both are essential to workplace success, the ability to distinguish and develop these traits strategically can elevate hiring, leadership, and team performance on a global scale.

Why innate ability is a strategic advantage

As defined by Merriam-Webster, “innate” means “belonging to the essential nature of something.” When applied to the workforce, innate abilities are indicators of how people process information, approach challenges, or collaborate with others. These could include problem-solving aptitude, curiosity, creativity, emotional intelligence, or resilience.

Innate abilities tend to show up early and influence how people behave in high-stress situations, navigate ambiguity, and communicate under pressure. They are also critical in determining the types of roles a person may naturally thrive in. For example, individuals with a high degree of patience and empathy may excel in customer-facing roles, while those with natural analytical thinking may thrive in technical environments.

Global companies that leverage psychometric assessments and behavioral profiling to uncover these traits are better positioned to match talent with opportunity. Recognizing and placing employees based on their natural predispositions increases engagement, lowers turnover, and enhances overall job satisfaction.

Acquired skills: Essential, trainable, and measurable

Acquired skills are what we accumulate through our career journeys. These include technical expertise, certifications, languages, software proficiency, and more. They are often what gets listed on a resume—and rightfully so. Skills such as negotiation, data analysis, project management, or public speaking are critical to day-to-day job performance.

Unlike innate traits, acquired skills can be taught, practiced, and improved. That’s why companies invest heavily in training and development programs. According to a study in the International Journal of Training Research, upskilling contributes significantly to job satisfaction and performance.

In global hiring, understanding acquired skills is vital for compliance, functional performance, and up-to-date technical expertise. But without context around how an individual learns, works with others, or handles ambiguity (which are tied to innate traits), even the most skilled hire may underperform.

Balancing the two: A roadmap to smarter hiring

The key for global employers is not to choose one over the other, but to understand how innate abilities and acquired skills complement one another. This is where tools such as behavioral assessments, 360-degree feedback, and cognitive testing play a crucial role.

For example, an individual may have the innate creativity to drive innovation but may lack structured time management skills. Recognizing this gap allows leaders to provide targeted support, coaching, or systems to maximize that person’s contribution. Conversely, someone may possess strong presentation skills acquired over time but may not naturally enjoy public speaking—a trait that could lead to burnout without proper workload management.

By evaluating both dimensions, companies can create tailored development plans that align with personal growth and organizational needs.

The global mobility perspective

In international roles, the interplay between innate and acquired abilities becomes even more important. Global mobility specialists must assess whether employees can not only do the job but adapt to different cultures, manage stress away from home, and thrive in unstructured environments.

Innate traits such as cultural curiosity, flexibility, and emotional regulation are invaluable for expat success. Meanwhile, acquired knowledge like language fluency or international business practices can be taught or developed before deployment.

When both traits are considered in relocation decisions, organizations avoid costly mismatches and foster more resilient global teams.

Leadership’s role in nurturing both

Leaders play a pivotal role in recognizing and cultivating both innate potential and acquired skills. They must assign responsibilities that allow people to play to their strengths while also encouraging skill development.

This means:

• Having regular conversations about strengths and aspirations
• Offering stretch projects that test new capabilities
• Creating psychological safety where employees can admit skill gaps without fear
• Championing diverse styles of working and thinking

Managers who take this holistic view of their team’s potential are more likely to build balanced, high-performing units.

Tools that make it possible

Platforms like Thomas offer behavioral and aptitude assessments that help organizations identify both innate and trainable traits. When integrated into hiring, team planning, and development programs, these tools provide data-driven insights that lead to better decision-making.

Performance reviews, certifications, and skills testing continue to provide value—but they must be paired with behavioral science for a more complete view of talent.

Hiring for today, developing for tomorrow

In the modern workforce, especially in a globally distributed one, the best hires are not just those with a checklist of skills. They are people whose innate abilities align with the organization’s mission, culture, and evolving demands—and who have the capacity and willingness to grow.

Balancing nature and nurture is not just a hiring philosophy; it’s a strategic imperative. As globalization, remote work, and talent mobility reshape the workforce, understanding what makes people tick—and what helps them grow—is what will separate good organizations from great ones.

By making this distinction, companies can make smarter hires, develop more resilient talent, and create workplaces where people feel understood, challenged, and empowered.