Research has shown that emotional intelligence is becoming an essential area of study to determine a person's potential for overall success as well as success in the workplace. Although noncognitive skills are not always a factor that leaders use in determining workplace efficiency, these skills may impact productivity. The purpose of this single case study was to explore the impact of noncognitive skills and the perception administrators and employees have regarding skills that are critical to their jobs and work performance. The conceptual framework used for this study was the emotional intelligence theory authored by Daniel Goleman in 1995, which studied personality qualities. The population consisted of 5 managerial staff members and 20 employees within the public university sector. The selection criteria consisted of managers, faculty and staff members. All participants with at least 1 year of experience were eligible to participate in the study. The data collection process included an open-ended online questionnaire for the managerial staff and a short online survey for employees. The focus of this study comprised 6 skills: communication, self-confidence, teamwork, work ethics, problem-solving ability, and leadership. Several patterns and themes emerged relating to the effects of emotional intelligence on job performance and productivity. The findings from this study could be vital for understanding the current and future impact of noncognitive skills in the work environment and could positively impact social change. Organizational leaders could use the results to develop strategies that would enhance their decision-making process and develop tools to promote employee productivity.