SOFT SKILLS: Critical to the Success of Your Organization

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SOFT SKILLS: Critical to the Success of Your Organization

Article
SOFT SKILLS: Critical to the Success of Your Organization
The modern workplace is always changing, and behavioral changes must keep pace. Effectiveness and performance directly affect the ability to collaborate as a team, practice effective time management, and improve interpersonal skills such as active listening. By helping today’s workers respond and adapt to new challenges, soft skills enhance andcomplement the technical knowledge gained from hard skills.
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This article is the 3rd component of the qualitative study produced for CrossKnowledge* among a representative sample of its customers across 4 markets with different cultures and maturity levels in terms of distance training practices.

The modern workplace is always changing, and behavioral changes must keep pace. Effectiveness and performance directly affect the ability to collaborate as a team, practice effective time management, and improve interpersonal skills such as active listening. By helping today’s workers respond and adapt to new challenges, soft skills enhance andcomplement the technical knowledge gained from lshard skil.

By helping today’s workers respond and adapt to new challenges, soft skills enhance and complement the technical knowledge gained from hard skills.

Soft skills are often associated with individual personalities and interpersonal skills

When acquired, soft skills help employees to:

  • incorporate behavorial changes and reactions, whether individually or collectively, resulting in better human relations, conflict management, and improved communication
  • improve agility and flexibility, to adapt to changes and overcome challenges
  • increase self-awareness and self-image by better identifying personal strengths and weaknesses

The benefits of soft skills go beyond the individual

For managers, soft skills are crucial to help keep their teams motivated and achieve their objectives, fueled by more effective leadership and cohesion. The higher they move up the corporate ladder, the more people seem to want to improve their soft skills. They recognize their value as a key to professional achievement and success.

These positive perceptions show an acute awareness of the value of soft skills, and how they can transform an employee’s attitude towards their role in the company and within their team.

Behavioral change is more difficult to learn and takes more time

However, despite an enormous benefit, acquiring or improving soft skills is not considered easy to do. The human and subjective element of these skills, based around behavioral change, makes them more complex to learn, and even more difficult to measure.

“I think by definition it is hard to quantify the importance of soft skills. However, I just know that the most successful people are not the most intelligent or even the most hardworking – but the most effective at managing relationships” M, 30, Manager, UK.

There are a number of reasons for this:

  • Lack of self-awareness: People can be reluctant to self-reflect and coming to this realization usually demands more work and practice than having to improve simple technical skills. At their base, soft skills are about the human approach, not just executing rote tasks.
  • Usually the decision to work on soft skills is not the result of advance planning or personal desire, but often reactionary to a problematic or urgent situation.
  • Success is hard to measure because the visible improvements in behavior are rarely seen immediately after training, and are instead learned and reinforced via practical real-world application.

To use a common analogy, learning soft skills is a marathon rather than a sprint. It requires practice, patience and endurance to arrive at a measurable result when acquiring a soft skill.

The right training methods can make all the difference

Because there are no shortcuts when it comes to soft skills, learners seek specific ways to help them develop and improve.

They need methods that allow them to:

  • test, experiment and put new behaviors into practice via role play or other simulation exercises
  • discuss, reflect and observe real-life situations, with real-life scenarios and videos
  • explore a subject in depth with broader content
  • repeat, restart, and reinforce with the help of regular reminders and assessments

The development of behavioral skills calls for genuine agility… and diversified formats

The training should encompass various formal and informal channels that are both active and passive. The methods must be interactive, encourage discussion and exchange of ideas, and benefit the entire workforce, while remaining individual and personalized at the learner’s level.

Digital learning, thanks to the flexibility that it can offer, seems to tick all the boxes when it comes to behavioral change through soft skills acquisition. It is the only method to deliver real learning outcomes over the long term for the organization and the learner.

If you enjoyed this, continue on with the 4th article in our original research series! Understanding the Different Types of Learner Profiles to Optimize Your Strategy

*Study carried out by SpringVoice, a marketing research and strategy consultancy specializing in questions of positioning, understanding customers and purpose.

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