Email Skills
Anyone working in technology knows how to use email, so it seems like a silly thing to put on your resume. After all, does a mechanic really need to explain that he has a driver's license?
But just like there's a difference between typing 60 words per minute and typing 100, I think there's a range of skills that people have with email. Email is often the central line of communication in an organization, so it's worth determining if you're about to hire someone that's merely familiar with email, competent, or an expert.
Rules/Filters
If your company sends a certain amount of email per day, especially if there are various teams and mailing lists, email rules are a must. Otherwise, every message that comes in looks the same until you read the subject, which slows you down. My mailbox uses colors and folders to emphasize and de-emphasize messages. For example, a message directly to me gets highlighted green. To a team I'm on? Blue. Mass-mailing? Light grey. Someone I don't know? (usually a client, new co-worker, or someone else important) Background is light red so I notice it and deal with it right away. Plus there are scores of messages that are marked as read and archived without me ever reading them.
Attachments
A person that sends a Word file with a graphic inside it may not understand that email is perfectly capable of embedding graphics directly. Not only is this possible, for some work it's essential. It's very powerful to be able to send someone a graphic and ask for feedback, and it can be more efficient than a whiteboard or meeting.
Thread Awareness
If a thread has gone on for 10 messages, reading the entire thread before responding will reduce confusion by keeping thread splintering to a minimum. If you hire a person that understands this, he or she will contribute to conversations and drive them forward.
Responsiveness
It all comes down to responsiveness. A person that feels in control of their mailbox will spot messages requiring their input and respond quickly. In technology companies, decisions are constantly being made through consensus and debate, often in email. A person who cannot respond quickly (or at all) can slow down the company or worse.
No one's perfect, of course. I try to be as responsive as possible yet I'm sure I've dropped the ball my fair share. But when I go to someone's desk and refer to an email that's 3 days old and get back a blank stare, it can be concerning.
When a person's brain sends messages to the body that aren't received, it's called paralysis. The same thing can happen in an organization, and it can be the difference between the ones that are able to execute and ones that aren't.
