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By Kathryn A. Estrada
March 2002
Today's high stress work environment demands that human resource professionals add value. A human resources professional can add value by evaluating the need for soft skill training within the workplace. Soft skills are the skills employees and managers should possess to be able to relate to one another in order to create and support a productive work environment. Examples of soft skills include communication, listening, mentoring, coaching, meeting management, motivation, teaming, harassment prevention, diversity awareness, decision-making and skill assessment. In contrast to soft skills, hard skills are those required to perform the job technically specific to the job. Examples include a programmer needing to know C++ or an accountant needing to know the difference between an asset and a liability.
When designing a soft skill program, be aware of the "adult learner" concept. Adult learners expect value. Being able to relate personally or professionally to the material and being able to determine how, when and where to apply a new skill are of great importance to the seasoned professional.
With this in mind, an organization can dissect the need and readiness for soft skill training. Three important components are interest, time and resources. Below is a tool to design and guide the human resources professional through the various dimensions.
Part I: Interest
Stakeholder - Employees:
What is the level of interest?
- Employees inquire about training or education in general.
- Those in a management role are requesting guidance and/or general information around soft skills.
Are there discussions around the need for soft skills?
- Behavior has been defined in the company mission statement.
- Managers can articulate employee-to-employee operating guidelines within the department.
Will management support the time away from work?
- Project timelines, product release, quarter-end close and business priorities may influence when and if to offer soft skill training.
Stakeholder: Human Resources Department
Is there a need?
- Performance trends that have a soft skill "theme."
- Employees at various levels have soft skill deficiencies when interacting in formal or informal settings.
- Legal need and/or requirement to provide training.
What is the day-to-day support within the HR department?
- Assess the support resources within the department to help in the planning, execution, and follow up of the training.
- Identify a person to manage the training in addition to his/her regular responsibilities.
Part II: Time
Stakeholder: Employees
What is the right length of time?
- Tolerable level from managers and employees being away for two-hours, three-hours, four-hours or the entire workday.
Are there preferable days within the week?
- Look at the work population and culture of the organization and/or department and identify what weekdays will support training based on present factors such as staff or company meetings, holidays, product release dates and off-sites.
What hours do employees work?
- What hours during the day support training based on factors such as flexible work hours, part-time workers, remote locations, shift differences.
Stakeholder: Human Resources Department
Who will do the training?
- Based on the resources and experience present in human resources, determine if using internal resources are present or if external sources should be engaged.
What is the enrollment process?
- Transparent and time efficient internal or external process to capture the names of those attending and send out confirmations of enrollment prior to the training session. This detail will help ensure attendance.
- If a third party is involved in the enrollment process, develop a contract to prevent any misuse of the employee data.
Part III: Resources
Stakeholder: Employees
What physical material will participants take away from training?
- Copies of the presentation material should be handed out prior to the commencement of the training session for note taking and as a resource and reminder of the material taught.
- A certificate of completion will verify attendance.
Stakeholder: Human Resources Department
Are the materials created in-house or purchased?
- This decision will depend on whether there is content material present within the company and/or human resources that can be used in the creation of the training.
- If a tool such as an instrument is used, this will be purchased and cost will vary based on the instrument.
Where will the training be held?
- In-house training is typically offered within the confines of the company buildings unless being offered at a company related function off the premises.
- The location of the actual training should consider the enrollment number to prevent the lack of seating space.
What tools are present at the training location?
- Based on the design of the training session, the use of visual equipment will be considered such as an overhead projector or LCD for computer hook up, whiteboard, flip chart easels and pads.
- Pens should be available.
How will the completion of the training be assessed?
- Consider using an evaluation form containing questions as to the quality and content. Ask that each employee complete the questions prior to leaving.
- Follow up after the training is complete with each employee to probe for skills learned and applied within two to four weeks. Based on the number of employees, this can also be done in person, sending out an on-line survey or via e-mail messaging.
Is there funding available for training?
- Locate a budget resource center or functional department to support a soft skill training program.
Thanks to Kathryn Estrada for contributing this article. It is intended as information only and is not a substitute for legal or professional advice. Ms. Estrada is a working professional in the field of human resources in San Jose, California. She holds a B.S degree in Business Administration/Human Resources from Fresno State University and a M.S. degree in Human Resources from Golden Gate University. In addition, she is an adjunct instructor at Golden Gate University.
http://www.shrm.org/hrresources/whitepapers_published/TOC.asp
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