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Lesson PLan

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In recent years, recruiters and employers have increasingly focused their talent identification efforts on soft rather than hard skills. Look for any desirable position, and it's unlikely you will be considered unless you can demonstrate one or more of these skills: management, sales, communication, adaptability, collaboration, leadership, and even culture-fit.

To be sure, soft skills have been the focus of management and organizational science for many decades, with early psychologists, such as Charles Spearman, introducing the notion of general learning ability as early as 1904, and Edward Thorndike conceptualizing social intelligence ("the ability to read people like a book") in 1920. More recent explorations of soft skills have included work-related competencies, such as EQ (emotional intelligence), and entrepreneurship. Almost every big organization has developed its own competency framework or talent roadmap, which consist mostly of soft skills.

So, what explain the recent renaissance of soft skills? Three distinct - but related - realities:

1. Hard skills, defined as any technical qualification, experience, or expertise that you can claim with formal credentials (the stuff that populates resumes or LinkedIn profiles) are neither necessary nor sufficient to signal talent. Too many people go to college, there's a mismatch between what universities teach and what employers want, and future jobs are hard to anticipate, though forecasts suggest they will be rather different than today's, with the World Economic Forum estimating that 65% of children entering primary school today will end of working in jobs that do not exist today. And as recently noted by Josh Bersin, aside from a few highly-technical jobs, such as machine-learning engineer or data scientist, most of the highly sought-after roles of today arguably require more soft than hard skills (e.g., sales rep, customer success manager, brand partner, and marketing content manager).

2. A substantial body of scientific evidence highlights the power and accuracy of soft skills as predictors of job performance, career success, and leadership potential. This body of knowledge is vast and scattered, not least because of the wide range of labels people use to refer to social skills, including personality, values, interests, competencies, and transferable skills. But to say that this evidence is consistent is a very modest understatement. For instance, general learning ability has been linked to higher performance in virtually all types of jobs, though its significance rises with the level of job complexity. Likewise, personality traits - such as extraversion, curiosity, and emotional stability - have been linked to job performance across all industries and occupations, though the exact combinations and levels of traits that are needed to excel is somewhat context-dependent (e.g., extraversion is critical for salespeople but not for software engineers; agreeableness is more important for nurses than investment bankers; creativity is more pivotal to chief innovation officers than to immigration officers; and curiosity matters more for teachers than air traffic controllers). At the same time, there are also some universal links between soft skills and career success. Most notably, people who are smarter, more likable, and more driven, tend to do better in most circumstances.

3. A substantial body of scientific evidence shows that soft skills are a critical factor in determining people's training potential, learning potential, and coachability. For example, meta-analytic reviews show that training motivation, which is partly dependent on people's conscientiousness, self-belief, curiosity, and learning ability, strongly influence what a person learns, regardless of the type of training intervention (formal vs informal), and the type of skill being trained or developed (soft vs hard). Along the same lines, quantitative reviews show that although practice enhances performance, there is not much change in the rank order of people before and after they practice, mostly because their soft skills predict how much they learn.

Unsurprisingly, there has also been growing interest in developing soft skills, with many organizational learning programs - as well as university programs, such as MBAs - offering activities and modules designed to boost things such as team-building, collaboration, and entrepreneurship. But how much can we actually expect to boost soft skills? To answer this question, let us examine three common interventions, namely coaching, training, and leadership development, which have recently been the subject of much quantitative research.

Coaching: Most coaching interventions attempt to improve people's soft skills, such as self-awareness, communication skills, or emotional intelligence. Therefore, an obvious starting point to evaluate the effectiveness of soft skills training is to examine whether coaching actually works. While most large organizations are frequent consumers of coaching, there is so much variability in coaching approaches, methods, and particularly individual coaches, that the only logical answer to the question is "it depends". Luckily, scientists have also conducted meticulous reviews, aggregating the results of different interventions while examining the specific impact - both good and bad - of different variables. The results suggest that coaching has very strong effects on individual's career success, and moderate-to-strong effects on performance. The best interventions use 360-degree feedback and internal rather than external coaches. Interestingly, neither the number of sessions, nor whether the sessions are virtual or face-to-face, played a significant role. In line, another review found that coaching significantly enhances coping skills, emotional wellbeing, and motivation. One of the fundamental tools that coaching provides is feedback, helping candidates identify key deficits, and where they must improve. This is rather important when it comes to soft skills, as there is only around 10% overlap between the skills people think they have, and the ones they actually have (e.g., creativity, intelligence, EQ, etc.). In fact, people are especially unaware of their skills when they are unskilled, so there is a big barrier to getting better precisely when you need it the most.

Training: A great deal of evidence suggests that soft skills can also be boosted via focused training interventions, and the size of the global training market has been estimated at at least $350-billion. As comprehensive academic reviews on the effectiveness of training have noted, they entail a wide range of soft skills, including communication skills, conflict management skills, and team-building skills, as well as the underlying enablers of these skills. For example, sales training - one of the biggest areas of training - has been found to increase sales performance, engagement, and customer relations. Likewise, training programs designed to boost team-work and collaboration have produced positive results, with much supporting evidence gathered with medical students and physicians. Moreover, videos depicting human suffering have been effectively used to train empathy and compassion, with post-training changes being documented even at the level of the brain. Since increases in empathy reduce the propensity to unethical and counterproductive behaviors, which cost organizations and the economy billions of dollar a year, the general effectiveness of empathy training should not be underestimated. There is also strong evidence for the effectiveness of creativity training, with an estimated 90% of programs producing positive results. As famously noted by Teresa Amabile, a professor at Harvard Business School, some of the best interventions to increase individual and team level innovation focus on creative thinking skills (e.g., critical thinking, insight, and brainstorming), expertise (it is best to know the rules of the game if you want to break them), and intrinsic motivation (aligning people's interests with their roles).

Leadership development: As noted by a recent Corporate Research Forum report, the number one concern and area of investment in organizations' learning strategies is the development of future leaders, with 65% of large organizations listing this as priority. Although critics have rightly pointed out that the overall success rate of leadership development programs is dismal, there is also encouraging evidence on the success of well-designed interventions. Clearly, many of the factors that determine the success of these interventions have to do with the leaders themselves, in particular their baseline level of soft skills. For instance, leaders who are curious pay more attention to feedback and are likely to listen to others to understand where improvements are needed. Likewise, leaders with higher EQ are more likely to build on that feedback to become more self-aware. Furthermore, it takes a combination of high ambition and high humility - and this is not habitually found in leaders - to act on one's development plan and persist in the pursuit of higher performance even when it means going against one's nature, and replacing ingrained toxic habits with more effective behavioral tendencies.

It therefore seems that when it comes to deliberate attempts to enhance people's soft skills, the glass is at least half full. But there is also a snowball effect whereby soft skills coaching, training, and development are more likely to work on those who need it the least.

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Can You Really Train Soft Skills? Some Answers From The Science Of Talent

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In recent years, recruiters and employers have increasingly focused their talent identification efforts on soft rather than hard skills. Look for any desirable position, and it's unlikely you will be considered unless you can demonstrate one or more of these skills: management, sales, communication, adaptability, collaboration, leadership, and even culture-fit.

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The would-be analyst of leadership usually studies popularity, power, showmanship, or wisdom in long-range planning. But none of these qualities is the essence of leadership. Leadership is the accomplishment of a goal through the direction of human assistants-a human and social achievement that stems from the leader's understanding of his or her fellow workers and the relationship of their individual goals to the group's aim.

To be successful, leaders must learn two basic lessons: People are complex, and people are different. Human beings respond not only to the traditional carrot and stick but also to ambition, patriotism, love of the good and the beautiful, boredom, self-doubt, and many other desires and emotions. One person may find satisfaction in solving intellectual problems but may never be given the opportunity to explore how that satisfaction can be applied to business. Another may need a friendly, admiring relationship and may be constantly frustrated by the failure of his superior to recognize and take advantage of that need.

In this article, first published in HBR's September-October 1961 issue, W.C.H. Prentice argues that by responding to such individual patterns, the leader will be able to create genuinely intrinsic interest in the work. Ideally, Prentice says, managerial dominions should be small enough that every supervisor can know those who report to him or her as human beings.

Prentice calls for democratic leadership that, without creating anarchy, gives employees opportunities to learn and grow. This concept, along with his rejection of the notion that leadership is the exercise of power or the possession of extraordinary analytical skill, foreshadows the work of more recent authors such as Abraham Zaleznik and Daniel Goleman, who have fundamentally changed the way we look at leadership.

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The would-be analyst of leadership usually studies popularity, power, showmanship, or wisdom in long-range planning. But none of these qualities is the essence of leadership. Leadership is the accomplishment of a goal through the direction of human assistants-a human and social achievement that stems from the leader's understanding of his or her fellow workers and the relationship of their individual goals to the group's aim.

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1 mil millones de miembros | Gestiona tu identidad profesional. Amplía e interactúa con tu red profesional. Accede a conocimientos, información y oportunidades.

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Descarga la APP gratuita de CCOO para smartphone y tablet

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Lleva a CCOO siempre contigo. A un solo click y desde tu Smartphone o tablet. En la APP gratuita de la Confederación Sindical de CCOO encontrarás, además de información rápida y útil, todo los que necesitas saber de tu sindicato, de tu federación y territorio, además de consultar tus dudas.

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Estatuto Trabajadores de España - App su Google Play

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El Estatuto de los trabajadores fue aprobado y publicado en el Boletín Oficial del Estado el 10 de marzo de 1980.

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Easier and more flexible so you can make it with the letter of the topic, with the name of your company, and with any alphabet The new version of Educaplay&#39;s Alphabet Game breaks the structure with each letter arranged alphabetically and allows you to do it your way. You can create a game with the letters you want: the topic of your game (for example, "MARKETING"), the name of your organization, that of your favorite person, or with whatever comes to your mind. The update accepts charact...

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El código QR es una versión bidimensional del código de barras, compuesto de patrones de píxeles en blanco y negro. Denso Wave pertenece a Denso, una proveedora de Toyota, y ha desarrollado los códigos QR para la identificación de componentes con el fin de acelerar los procesos logísticos de su producción de automóviles. Ahora, con el uso generalizado de los smartphones, el código QR ha encontrado su camino al mercado. "QR" significa "Respuesta Rápida", que se refiere al acceso instantáneo a la información oculta en el Code (código).

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