The Soft Skills Dilemma

Last week as a volunteer for the SHRM GA State Council, I had the pleasure of participating as a panelist at the Governor’s Workforce Development Town Hall meeting in Marietta. If you haven’t heard about these meetings yet you might check out their website and get involved. There are 31 meetings planned across the state from August through November. The purpose of the meetings is to bring together stakeholders interested in finding practical and sustainable solutions to the soft skills gaps Georgia employers are facing. SHRM GA State Council is excited about the opportunity to participate in these meetings and offer the human resource professional perspective on how to train and on-board individuals who have not yet mastered these key life skills.  
Melvin Everson, the Executive Director of the Workforce Development Office, opened our meeting citing research which indicates that most employment terminations are not occurring because of a lack of technical skills or insubordination. Instead, individuals (particularly young people; first time employees, etc.) are losing their jobs as a result of a lack of understanding and demonstration of behaviors such as the following in the workplace:

• successfully being able to work in teams
• consistently being reliable and punctual
• communicating well with others, verbally and in writing
• solving problems and thinking outside the box
• dressing appropriately for the work environment

Whatever you want to call them, "life skills" or "soft skills," the nation – not just GA - is facing a huge gap in qualified candidates and workers as a result of a lack of these types of qualities. This problem will require involvement by all stakeholders, including the business community, to remedy. Are these gaps in soft skills surfacing in your organization?

What’s the Problem?

The message was the same from many of the individuals attending the meeting. Many are Baby Boomers who grew up in a time when the rule at home was, "You have trouble at school, and you’ll have twice as much trouble at home." The solidarity parents and teachers had for working together to teach the skills needed for success doesn’t seem to be the same today. We heard comments and suggestions about the root causes for our current situation that included issues such as:

• The concept of "respect" and demonstrating that to others, including people in positions of authority, is different today.
• For many families in the 50’s and 60’s, graduation from high school was a step beyond where the parents had been – so the journey of the family was seen as moving forward. Families aren’t on the same journey today.
• Teachers used to serve as mentors and role models. Today, teachers don’t have the time, aren’t as passionate about that role, or are afraid to challenge children in the classroom, especially teens.
• Many parents today are children themselves and haven’t learned these lessons yet, so it’s hard, if not impossible, for them to teach them to their children.
• Many families today include two parents working and they are often too busy or tired to get involved with the activities of their teens.
• Many families have only one parent "doing it all" and they are not able to keep up with everything – including discipline and manners.
• Today, based on the violence we’ve seen play out in schools, many teachers are afraid of confronting or disciplining students.  
• The schools are not demanding or teaching appropriate dress. As a result, when young people come to work they are unaware that there is a standard they will be judged by.
• The availability of technology has created a culture of isolationism to the degree that young people would rather text or email comments rather than have a conversation. This lack of having to talk with others has had a dramatic impact on communication and interpersonal skills.

What’s the Solution?

Sourcing, recruiting, hiring and terminations require time; and we all know time is money. Employers are looking for a workforce that has not only the technical skills to succeed, but maybe more importantly, the self-awareness and soft skills necessary to work with others within a culture that demands respect, courtesies, proper dress and dependability. The Economic Development Offices across the country want to be able to tell businesses shopping for a state to house their operations that they have an educated and ready workforce to staff necessary positions. So how do we ensure that pipeline?

From my experience as an Organization Development consultant, Human Resource Manager and trainer it certainly looks like the solution will require a collaborative approach. The immediate answer may be that employers need to offer training to young hires as reinforcement to the information shared through the on-boarding process. Maybe something like - How to Be Successful at Work 101 (I’m already developing this workshop). In addition, matching the new hires with a mentor to help show them the ropes and model the required behaviors could be extremely helpful. Underlining the training and mentoring, each new hire has to understand that these behaviors are critical to their success in the organization, and failure to demonstrate them in a consistent manner could result in termination.

Beyond the employer taking care of current hires, our school systems (elementary through college) need to step back and identify creative ways to weave successful work skills into their day-to-day processes, courses, and parent/teacher activities. I think everyone agrees that offering training to students and parents about the importance of embracing and demonstrating these "everyday skills" is imperative. In addition to the training, students need to be held accountable, just like they will be on the job, with consequences for falling short. Teaching parents will be just as important, so they can reinforce the training at home.

The Governor’s Workforce Development Office is already working on how to integrate these important lessons into their Work Ready certification programs. This is another collaborative effort of government, education, business, students, local communities and volunteers. Some of the competencies they will be addressing, such as punctuality and dress, will need to be measured more by a demonstration of understanding, rather than testing. The GA Work Ready Program is already a national example of how collaboration and training can succeed. Adding the requirements for soft skills is another strong example of how important they are for success and how dedicated the state is to having a workforce ready to succeed in the future.

So What’s Next?

I think we all agree the lack of interpersonal, communication and soft skills is a big problem for organizations. Given the size of the problem, it seems like we all need to get involved in one way or another to develop solutions and implement them.

At the SHRM Student HR Conference this past spring, Pam Greene, Chief Membership Officer, spoke for over an hour to the attending college students about the importance of proper dress, communication, language, punctuality, management of technologies, etc. Many of the issues she mentioned are the same ones we’re addressing in the Georgia Town Hall meetings. Businesses are beginning to offer etiquette classes to address common courtesies, respect and teamwork. States like Georgia are turning up the volume on the conversations they’re having with business and education partners to influence training curriculums and attitudes of teachers, parents and students. What’s your organization doing?

As the book title reminds us, It Takes a Village to Raise A Child. That village includes: HR professionals, educators, government agencies, parents, business owners, managers, chambers, associations - anyone with a passion for helping others learn how to succeed. It will take ideas and investments from all of us to close these gaps.

For those employees you’ve already hired that don’t understand what soft skills are and how they help develop great workers, it may be worth your investment to introduce training and link it to dialogues about performance expectation. If you can salvage someone you’ve already been investing in, it’s much more cost effective than terminating them and starting all over with the recruiting, hiring and training processes.

It may also be necessary to initiate a program for candidates interested in applying to your organization. This could involve some mandatory "training" on soft skills as part of the application process. This unusual step could send a strong message about the value your organization assigns to these skills and could raise awareness for the candidate about how the behaviors integrate with the hiring and performance management processes adhered to by your firm.

One person at our meeting raised a good question: "We’re all on the same page about the importance of these skills and that’s why we’re at this meeting. But what about those stakeholders who aren’t here? How do we reach them?" Good question! I’m not sure of the answer, but I believe the more we keep the dialogue going and expanding, the greater our chances to get the right people involved.

This is a complicated and multi-faceted issue. I was honored to be a part of the conversations in Marietta and look forward to the various changes that will be implemented in our education and business systems to solve this problem.  

So your challenge - What are your thoughts about how we can come together to not only dialogue about the problem, but share solutions? I’m interested in learning if and how this issue is impacting your organization. Please respond below.

Dress for Success

How Do You React to Change?

Respond to this question using a scale of 1-5, with 1 being a response of ‘Avoid at all Costs – I like routine’ and 5 being ‘Energized By Change – I seek out opportunities to do something different.’

There is evidence that change and the frequency with which we must deal with it will continue to increase in our professional and personal lives. This fast-paced diet of change is going to require a stronger and stronger demonstration of skills such as adaptability and flexibility. These capabilities will be necessary in our home lives as well as in response to expectations from our employers when it comes to managing our careers. If that’s the writing on the wall, what are you doing about strengthening your skills to be ready to respond in a healthy and productive manner to the changes the world is unleashing?

Requirements of an Innovative World
In a recent article written for FedEx entitled Adjusting to a Rapidly Evolving Economy,  Catherine Bolgar, former editor of the Wall Street Journal, suggests that the traditional approach - get an education and then go get a job - may be becoming obsolete. Combining her notion with what business leaders say about the way they will fill jobs five years from now ("We haven’t developed those job requirements or titles yet") and it becomes clear that continuous learning and building a capacity to embrace and quickly react to change are skills we all need for the future. The fog isn’t completely lifted on how education and innovation will transition together, but as John Howkins, author of the book, The Creative Economy says, "When somebody stops learning now, it’s like they’ve stopped thinking, or at least being creative." Certainly you don’t want that description to apply to you, and you also don’t want any colleagues on your team who have given up their passion for learning and development. So what can you do?

Naturally our basic curriculum will remain relevant. We still need to learn math, science, and the ABC’s; but technology has changed what we do with the information we’re learning. We no longer have to memorize the answers – they are just a click away. But what’s important now is knowing how to understand and use the unlimited data available, analyze what it means through the filter of the big picture, and make recommendations of what steps are best to consider for moving forward. These are fast becoming critical skills for 21st century workers. 

I wrote a blog a few weeks ago about my experience judging at the SHRM (Society for Human Resource Management) Student Conference.  In the past the SHRM student conference competitions were based on a Jeopardy! style of questioning, requiring students to memorize employment regulations, definitions, laws, etc. This year the format changed to one where students prepared a two page executive summary of a case study, including issues, possible solutions and recommendations. In addition, they gave a 30 minute presentation of the case, demonstrating analysis and problem solving logic. This format change was initiated as a result of what SHRM is hearing business leaders need from new employees coming into the workplace. Key among those abilities to be successful are the following:

• Adaptability
• Problem-solving
• Analysis and recommendations
• Collaboration
• Mentoring
• Entrepreneurship

Technology – a Big Driver of ChangeI was recently in the grocery store with a friend who was visibly upset and appalled that I had selected the "self-checkout" option. "Don’t you realize that you are taking someone’s job away by using this lane?" he demanded. My response, as heartless as it may have sounded was, "They’ve already lost that job, and it’s not coming back!" As technology helps businesses improve efficiencies and cost-savings, jobs will change. That’s how it’s always been – it just hasn’t been this fast.

I looked over at the other four check-out lanes that were still being managed by real people, and hoped they, as well as their employer, have their eyes open to the future. The ‘checkout’ position is going to become obsolete and they need to be learning a new skill to help them move on to the next job in their career. We’re already reading about the research and development of shopping carts with scanners on them; you’ll be "checking out" as you are shopping. How quick and easy will that be? There isn’t anything we can do to stop the march of technological progress. What we can manage is how we prepare and handle the on-going changes technology and globalization will bring.

So What’s Next?Individuals, as well as the business and academic communities have a responsibility to address these new skill sets. For individuals who do not like change, it’s important to take the necessary steps to get comfortable with it. Try new things to relax your preference for control and structure. Set up situations where you don’t know all the answers before the questions are asked. Put yourself in elements that you are not familiar with to strengthen your confidence that you can deal with whatever happens.

Employers can also help employees build these necessary skills. Through a variety of assessments employees can become familiar with their work style preferences and use that knowledge to modify them and grow capacity to deal with change. An assessment like the Myers Briggs Type Indicator for example, opens opportunities for dialog and discovery about how individuals deal with information, decisions and structure. What we know about preferences is that they are just that -- "preferences."  Just because someone has a strong tendency preferring a lot of structure and routine, doesn’t mean they can’t learn to embrace and deal with changing situations and less predictable work relationships in a healthy and positive manner. It just takes time to help them understand their preferences and assist them in shifting their immediate reactions. Self discovery work like this does require patience, commitment and possibly the accountability of working with a manager or external business coach to stay the course. However, the results can be very rewarding for both the individual and the company.

Establishing a mentoring relationship also has the benefit of sharing knowledge and building collaboration skills while dealing with real-time problems and situations. For mentors and mentees these relationships can lead to life long friendships, career development and often spotlight leadership potential that may not have been realized to date.

We may not know all the requirements for those jobs without titles and job descriptions that we’ll be filling four or five years from now, but we do already know some of the success factors that the employees in those positions will be measured by.

What are you doing to make sure you aren’t viewed as "behind the times" when it comes time for your next promotion or career change? What are you helping to facilitate in your organization to better align your workforce readiness preparation with the skill sets of the 21st century? 

Large and small organizations- public, private and non-profit - see the need to change their business strategies. Don’t forget the importance of aligning the people-management functions along with those business changes.

I’ve written this blog to start a conversation about skills required for the future and what we can do to develop them. What’s your advice about ways to improve flexibility and "soft skills"? What steps do you suggest to improve understanding and alignment with the changing relationship of education and business skill set needs?

I look forward to your answers to those two questions. Please click below and share.

Innovation and Creativity at Work

How do you react to change?