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Specific vocational skills are essential - coders should be able to code, salespeople should be able to sell. But, we also need soft skills. By only focusing on the seemingly essential skills, we've reduced the value of the skills that actually matter.
What separates thriving organizations from struggling ones is the "soft" skills. These skills are not negotiable.
Organizations know how to measure vocational skills. They know how to measure typing skills for example. However, they are less able to measure passion or commitment.
Organizations hire and fire based on vocational skill output. But, getting rid of a negative thinker or a bully is much more difficult. An employee that demoralizes an entire team is hampering productivity.
If you've got the vocational skills, you're of little help without the human skills. The soft skills, or rather real skills, can't replace vocational skills, but amplify the things you've already been measuring.
For instance, a team member with all the traditional vocational skills is the baseline. Add to that perceptive, charismatic, driven, focused, goal-setting, inspiring, motivated, deep listener, and you have a team member that will benefit the organization in exponential ways.
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Until two decades ago, the general goal of colleges was for academic pursuits and teaching individuals to become more well-rounded. The general thought was that colleges were not vocational institutions.
Now, and possibly in the future, colleges will have to focus more on training and change their curriculum to meet the demands of employers.
A four-year college education remains the best choice for those who can get admitted to a selective university. But for everyone else, an alternative path might be the best way to go.
In the future, one training path will be company-sponsored apprenticeship programs to cover the skills missing between the secondary system and what employers are looking for.
Some questions are too easy to fake, for example, "What's your greatest weakness?" Other questions like brainteasers reveal more about the manager than the candidate.
Some managers favor candidates who went to the same school. There's also evidence that African-American sounding names, birthmarks, being pregnant, and being overweight puts candidates at a disadvantage.
To overcome this bias, identify the key skills and values in advance, then create a standard set of behavioral and situational questions to ask every candidate. Doing this can triple the manager's accuracy in predicting job performance.
College seniors often stretch the truth in interviews to make a better impression. Be aware that when you meet someone for the first time, you meet their representative.
An antidote could include to let them showcase their skills by collecting a work sample. It might be a project they've done in the past or a live simulation of the job in real-time.
By 2030, up to 30 to 40 percent of all workers in developed countries may need to move into new occupations or upgrade their skill sets. Skilled workers in short supply will become even scar...
The pace and scale that technology disrupts is a social, political and business challenge.
Employers are best placed to make a positive societal impact, for example, by upgrading the abilities of their employees and equipping them with new skills. Employers will also reap the greatest benefit if they can successfully transform the workforce in this way.
Talent is the largest barrier to the successful implementation of new strategies.
Many leading businesses realize that it is quicker and more financially prudent to look internally and develop the talent they already have. Yet only a third of global executives report that their organizations have launched any new reskilling programs.