Professional Documents
Culture Documents
Soft skills are very critical in the workplace today. These skills mirror the
ability to communicate and interact with others. They are unique because
they emphasize on action. They have become indispensable for every
person in the present context. This paper deals with the significance of
soft skills for getting a job and for further promotions and progress in the
workplace. People who are flexible and have the zeal to understand and
learn new technologies are sought after by organizations as part of their
growth process. The need to provide training in soft skills is seriously
being considered today. This study is an attempt to find out the importance
that middle to top level executives, who are involved in recruiting employees,
attach to soft skills.
Introduction
Organizations today have transformed into places where people cannot function in
seclusion. Teamwork or group work is the need of the day in most industries. There
are many organizations that do not necessarily design jobs on the basis of a team.
Nonetheless, they require a fair amount of interaction between people within and across
functional realms to successfully carry out a piece of work. The opportune discoveries
made through the Hawthorne studies are now accepted as basic and universal principles
of life in any organization. In this setting, soft skills have become indispensable to
function competently in any interpersonal relationship.
‘Soft skills’ is an umbrella term covering various survival skills such as
communication and interpersonal skills, emotional intelligence, leadership qualities,
team skills, negotiation skills, time and stress management and business etiquettes. In
recent years, the corporate world felt that soft skills are crucial at the workplace and
its training must be a part of the curriculum during education. In career terms, soft
skills soften the edges and provide a competitive advantage over others. However, those
who ignore this critical aspect of personality learn its importance the hard way when
their promotion is overlooked.
© 2013
Do Soft IUP. AllMatter?
Skills Rights –Reserved.
Implications for Educators Based on Recruiters’ Perspective 7
Soft skills are “attitudes and behaviors displayed in interactions among individuals
that affect the outcomes of various interpersonal encounters” (Muir, 2004). These are
skills that refer to the ability to communicate and interact with other employees in a
positive manner.
Soft skills are necessary in the workplace for professional success. They are vital
at every level of an organization if it is to function smoothly and productively. Hard
skills are technical competencies and domain knowledge, while soft skills are a
combination of people skills, interpersonal skills, communication skills and emotional
intelligence. Companies search for a mélange of both soft and hard skills among their
employees to deliver goods and services effectively to their clients. It is rightly said that
people rise in organizations because of their hard skills and fall due to a shortage of
soft skills.
Kelly Pierce points out in “eSight Trend Watch: Increased Value in Soft Skills,” that
“There is a growing recognition that interpersonal skills are not simply helpful in
business today; they are essential in today’s highly focused, downsized and streamlined
organizations where people tend to work in a series of small, often temporary
workgroups or teams organized to accomplish short-term objectives.” He lists such
qualities as “attitude, initiative, cooperation, teamwork, communication, perception”
among the skills that are valued in the contemporary workplace.
Soft skills deal with these behavioral aspects relevant in personal and corporate life.
Today, we find employers taking hard skills as a given or as the basic requirement and
the soft skills ‘including communicating, relationship building, work ethic and problem
solving’ (Johnson, 2006), as an important consideration in deciding upon the choice
of a candidate for any job.
The purpose of this paper is to understand the prospective employers’ perception
about importance of soft skills while hiring MBAs and provide information that may
be utilized by educators to enhance the soft skills of students entering the workforce.
Literature Review
Rainsbury et al. (2002) categorized the competencies of superior managers identified
by Spencer and Spencer (1993) as hard skills or soft skills. Only three of the 20
competencies were classified as hard skills, while the remaining 17 were organized
as soft skills. The categories of soft skills, include achievement and action, impact and
influence, managerial (team management and developing others), and personal
effectiveness.
The last few years have witnessed a growing awareness and a need to identify the
intangible factors which play a very important role in an individual’s success at the
workplace. Varied studies have been done in the past related to such areas. Many experts
have in the past worked on and concluded that these extra skills which help to attain
Research Methodology
Data regarding the views of employers and managers involved in interviewing and
recruiting people and their expectations from new recruits was collected with the help
of a questionnaire (Appendix), comprising questions on how much importance is being
given to soft skills while recruiting new persons or experienced persons. The
respondents were asked to rate the seven broad categories of skills included in ‘soft
skills’ and the typical soft skills they look for when recruiting. About 160 mid-level
to top level executives from about 4-5 sectors located in Delhi, Noida, Nasik, Lucknow,
Indore and Mumbai were sent questionnaires. 135 responses were received, out of
which 100 were found complete in all respects. Finally, the data collected through the
questionnaire was analyzed and the results were compared to the previously held beliefs
and theories. Telephonic discussions with some recruiters also provided insights into
their perception of soft skills.
3%
11%
86%
Yes No Can’t Say
14%
22%
13%
20%
15%
16%
While expressing his thoughts on how much importance is attached to soft skills while
recruiting candidates for entry level jobs in Management, Himojyoti Sengupta, Human
Resources – North, Reliance General Insurance Company Ltd., opines, “The said skill set
is very much important for an entry level position but it is hard to find. The same gives
Conclusion
Recruitment managers respect and expect technical expertise. Results show that they
do prefer people with experience, but at the same time, they also look for certain other
qualities in them. However, technical or the so-called hard skills soon become outdated
when there is no motivation to keep learning new ones. So, they also look for people
who are flexible and have the passion to appreciate and learn new technologies as part
of their growth process. And as Beck and Yaeger pointed out, “The ability to effectively
communicate with the managers, superiors, bosses and coworkers plays a definite role
in workplace success.” Furthermore, “the interpersonal skills, alignment with the
corporate culture, the ability to work as an effective and contributing team member and
the political savvy to know how to get things done in the organization” also determine
a person’s long-term success in an organization. Therefore, our results have shown that
in generic terms, hiring managers are not happy with the new workforce coming out
of the colleges and they do think that they should be much better equipped with soft
skills in addition to hard skills. On the basis of these results, we have made an attempt
to provide to the educators a guideline to design the soft skills course curriculum in
such a way so as to bridge the gap that exists between the existing one and the industry
expectations. The results also pointed out that the basic skills should include good
communication style along with the ability to work in teams and ability to get things
done on time as well as manage conflicts tactfully.
This study may be quite useful to business educators because the findings reported
help to recognize the most important workforce skills. In addition, this information may
allow educators to more effectively include employability skills in their courses.
Scope for Further Research: This study was basically a preliminary (probing) research
to tap into the minds of recruiters across Indian companies and find out the importance
of soft skills in their scheme of things, particularly the recruitment process. Although
an attempt was made to take samples from across India from the banking, insurance,
automobile, real estate and retail sectors, there is a lot of scope for further research. All
these companies have a more urgent need for employees having better soft skills. Research
can be extended to these as well as other sectors like hospitality and aviation, to further
look into the difference these skills would make to their career graph. Besides, it would
be interesting to know how the educators feel about the industry requirement of teaching
soft skills at the college/b-school level. The desire to raise academic performance and, at
the same time, provide opportunities for students to be successful at the workplace creates
sizeable challenges for educators. And expanding the curriculum to meet the new skill
Bibliography
1. Buhler P M (2001), “The Growing Importance of Soft Skills in the Workplace”,
Supervision, Vol. 62, No. 6, p. 13, available at http://connection.ebscohost.com/c/
articles/4514272/growing-importance-soft-skills-workplace
2. Caudrin S (1999), “The Hard Case for Soft Skills”, Workforce, Vol. 78, No. 7, pp. 60-64.
4. Coplin B (2004), “For New Graduates, “Soft-Skills’’ Are The Secret Weapon in Job
Hunt”, June 9, available at http://usatoday30.usatoday.com/news/opinion/editorials/
2004-06-09-coplin_x.htm
5. Deverell J (1994), “The Most Valuable Quality in a Manager”, Fortune, Vol. 136,
No. 12, pp. 279-280.
6. Duncan G J and Dunifon R (1998), “Soft Skills and Long-Run Labor Market Success”,
Research in Labor Economics, Vol. 17, pp. 123-150, JAI Press, London.
8. Evenson R (1999), “Soft Skills, Hard Sell. Techniques: Making Education and
Career Connections”, Vol. 74, No. 3, pp. 29-31.
9. Ganzel R (2001), “Hard Training for Soft Skills”, Training, Vol. 38, No. 6, pp. 56-60.
10. Glenn J L (2003), “Business Success Often Depends on Mastering the ‘Sixth R’
Relationship Literacy”, Business Education Forum, Vol. 58, No. 1, pp. 9-13.
11. Glenn J L (2008), “The ‘New’ Customer Service Model: Customer Advocate,
Company Ambassador”, Business Education Forum, Vol. 62, No. 4, pp. 7-13.
12. Harvey L and Knight P T (1996), Transforming Higher Education, Open University
Press, SRHE.
13. http://www.melcrum.com/products/training_courses/bbinternational/index.
html?mxmroi=23962826/24254731/false
15. Huba M E and Freed J E (2000), Learner Centered Assessment on College Campuses,
Allyn and Bacon, MA.
18. James R F and James M L (2004), “Teaching Career and Technical Skills in a ‘Mini’
Business World”, Business Education Forum, Vol. 59, No. 2, pp. 39-41.
19. Johnson J (2006), “More Employers are Focusing on Soft Skills When Seeking out
New Employees”, Colorado Springs Business Journal (CO), September 29. Retrieved
on November 25, 2008, from Regional Business News database.
20. Kane T E (2009), “Soft Skills are Hard and Critical to Career Success”, available
at http://www.chartresource.com/featurekane.htm.
21. Kennedy and Kathy (2005), “Integrating Technical Skills and Soft Skills to Ensure
Student Success”, Best Practices, Summer, pp. 1-3.
25. Meenakshi S (2009), “How Important are Soft Skills from the Recruiter’s
Perspective”, The IUP Journal of Soft Skills, Vol. III, No. 2.
26. Muir C (2004), “Learning Soft Skills at Work”, Business Communication Quarterly,
Vol. 67, No. 1, pp. 95-101.
27. Perreault H (2004), “Business Educators Can Take a Leadership Role in Character
Education”, Business Education Forum, Vol. 59, No. 1, pp. 23-24.
28. Polack-Wahl J A (2000), “It is Time to Stand up and Communicate”, Proc. 30th ASEE/
IEEE Frontiers in Educ. Conf., pp. F1G-16-F1G-21, Kansas City, USA.
29. Policies Commission for Business and Economic Education (2000), “This we
Believe About Teaching Soft Skills: Human Relations, Self-Management, and
Workplace Enhancement”, Statement No. 67.
31. Rao M S (2012), “Soft Versus Hard Skills”, T+D; Vol. 66, No. 5, pp. 48-51.
Appendix
Questionnaire
S.
Statements 1 2 3 4 5
No.
4. New entrants/joiners possess the required soft skills to be
successful at the workplace.
5. There is a gap between the industry requirements and the
products of the colleges today.
6. Recruiters are satisfied with the current workforce available
for their industry/sector.
7. Soft skills can be acquired even after joining a good
company or an organization.
8. Adding soft skills in the college curricula will provide
better equipped personnel.
What ratio would you offer to Soft skills and work experience?
Rate the following soft skills in order of their importance (1-6) with 1 being the topmost
essential skill and 6 the least essential that a new job applicant/fresher must possess to
join an organization:
Reference # 50J-2013-03-01-01