Soft focus

Technical ability is great. But these “hard” skills can look sadly one-dimensional when they are not complimented by the “soft” abilities that modern businesses require. Teamwork, decision-making and communication skills are now essential at almost every level of an organisation, and in almost every function.

Fortunately, these skills can be taught – but not by your typical textbook and blackboard approach. While subjects like financial management, marketing or even HR to a certain extent may be taught in the classroom or through e-learning, soft skills need to be acquired and experienced on the spot. HR experts agree that they require a continuous learning process that allows staff to excel in both their professional and their personal lives.

Soft skills, hard facts

Pauline Chua, HR director, Wildlife Reserves Singapore (WRS), says soft skills are required in all manner of institutions – but play a particularly important role in the hospitality and service fields. “We are in the people business where service plays an important role in enhancing the guests’ experiences,” she tells HRM. “It is crucial for our employees to respond to any situation.”

For this, WRS staff are taught a standard response to unexpected events. “They are able to quickly analyse the situation, think on their feet, identify the problem and respond swiftly to it while giving a listening ear to the guest and empathising with them.”

WRS has developed a series of training “roadmaps” for its different functional areas, with both technical and soft skill areas systematically addressed. Even specialist staff – those with qualifications in animal husbandry or horticulture for example – are provided with soft skills training as a matter of course. Specifically, the organisation trains staff in guest interaction, early childhood issues (a nod to one of WRS’ key target demographics), problem solving, and managing cultural differences.

Managers and supervisors also take part in a performance management workshop to ensure effective appraisals and feedback across all levels of the organisation.

Understanding the need

Chua says all training needs to be in line with the organisation’s own ideals, even when that training is coming from outside sources. “It is important that the trainers understand our organisational culture and service mindset,” she says. “They need to make the connection with our core values and level of service experience that we want to cultivate in our employees.”

Rexanna Kok, executive director of Kaplan, which offers a range soft skills training programmes, says that is the first question her team asks potential clients. “When organisations can identify the reasons and see that the value of the learning programme is directly linked to helping an organisation achieve their goals, the performance management systems and learning and development plans can be easily built to ensure we change behaviour and build the essential soft-skills needed,” she says.

Training senior management

Developing soft skills takes time, something that can be a precious commodity in an organisation. That’s particularly true among the senior leaders and those with management responsibilities. Kok says this common situation has led Kaplan to offer “blended” learning solutions to some of its clients. These give senior managers the flexibility to conduct their learning anytime and anywhere, without the need for others in the group to be ready at the same time.

Chua says WRS works hard to ensure its development programmes for senior managers are targeted to the individual. “We have to ensure that each training is customised and relevant to achieve the desired training outcomes,” she says. The programmes can include executive training opportunities, specific projects, study trips, to mentoring and one-on-one coaching.

Getting a good return

So how can you determine the value of these “soft” skill investments? David Burroughs, Managing Director, CommuniCorp Group, says the returns need to be measured in employee attitudes, rather than specific technical competencies. “Soft Skills are the critical capabilities that enable people to perform at the highest level,” he says.

Kok considers the “happiness” index within a team. “If a leader is successful, his or her team will be exuding happiness and positivity,” she says. “This means there will be better staff retention within the team.” Chua tracks a number of metrics to consider this “happiness” level, all of which offer an insight into training effectiveness.

These include guest satisfaction surveys (conducted every six months); pre and post-course reviews by staff involved; and the annual employee engagement survey.

Bits:

Soft Skills are particularly important in the hospitality and service industries