A recent article suggested that recruiters focus primarily on candidates who speak good English. It sparked conversation, frustration, and in some cases, quiet confirmation of what many job seekers already believe.It’s also important to acknowledge that perception matters. 

If candidates believe fluency is the main gatekeeper to opportunity, we must address that perception honestly.In my experience as a recruiter, executive search facilitator, and career coach in Namibia, the reality is more balanced than that narrative suggests. Yes, communication matters. Of course it does. The workplace requires people to express ideas, engage stakeholders, write reports, and participate in meetings.

However, strong interview panels do not hire vocabulary; they hire value.

Fluency is not competence

It is important not to create a new extreme in response to the old one. Being fluent does not mean someone lacks depth. There are exceptional professionals who are articulate, confident, and technically strong. Fluency and performance are not mutually exclusive.

The danger arises when fluency is mistaken for competence.

I have facilitated interviews where a candidate speaks beautifully, with a strong vocabulary, polished delivery, and impressive presence. The first impression is powerful, but when the panel begins asking competency-based or technical questions, the depth is not there.

I have seen candidates walk into boardrooms, perhaps their English is not as smooth, they pause before responding. They search for words, but when they begin answering, you hear experience, job knowledge, and understanding as well as evidence from previous experience.

In more than one instance, I have seen candidates who are not fluent outperform fluent speakers because their job knowledge, track record, and clarity of thought were stronger. At the end of the day, organisations are not hiring accents. They are hiring those who can do the job.

Confidence is often the real differentiator

In my coaching practice, I have observed something even more revealing. Some candidates who are not fluent carry themselves with remarkable confidence. 

They take their time, they answer the question asked, and they focus on what they know rather than what they lack.

At the same time, I have coached candidates who are perfectly fluent but struggle with self-belief. They underplay their achievements, they doubt their worth. Their language is strong, but their confidence is fragile. Self-esteem enables a person to sell their value.The interview room amplifies belief. If you believe in your competence, it shows. If you doubt yourself, it also shows, regardless of fluency.

Stop using background as a permanent limitation

I often hear candidates say, “I went to a rural school,” “I didn’t grow up speaking English,” and “My background disadvantaged me.” 

The majority of us in leadership in Namibia come from rural areas. Many of us attended modest schools. Many of us did not have English as a first language, yet we prepared, improved, and practiced.

If your English is not strong, do not be discouraged. Prepare more intentionally. Read industry material, practise answering common interview questions aloud, build professional vocabulary in your field.

Preparation reduces anxiety, and confidence grows with preparation.

Workplaces want impact

When I facilitate a job search strategies session, I often share what employers are really asking for and what they look for in employees. They want people who can solve problems, deliver results, think critically, manage stakeholders, and add measurable value.

They are not hiring for eloquence alone, but for individuals who will be key to contributing to the company’s strategic objectives. It is possible to be confident and well-spoken yet fail to answer the question correctly. I have seen candidates speak extensively without addressing the question. Panels notice that quickly.

A message to interview panels

To those of you who get an opportunity to serve as panel members. Please understand your role and ensure that you receive training. Interviewing is a skill. It is not automatic simply because one is senior. Panels should be equipped to use structured, competency-based questions, apply consistent scoring criteria, distinguish between confidence and capability, recognise unconscious bias, create psychologically safe environments, and focus on evidence rather than impression. An interview should not feel like an interrogation. It should be a structured conversation designed to uncover competence. When candidates feel intimidated, their performance declines. Even strong candidates may struggle under unnecessarily hostile conditions. A psychologically safe interview environment enables better thinking, clearer responses, and more accurate assessments. Investing in panel training strengthens governance. It reduces bias. It improves hiring quality. It protects the organisation.

Final word

Communication is a professional skill. It should be developed continuously, but it must not overshadow competence. Workplaces succeed because employees deliver impact, not because they speak perfect English. Let us hire value, not vocabulary.

*Lisa Matomola is a Managing Consultant: Hito HR, Career and Job Finder Coach, IPM Namibia CEO.