n today’s post-crisis world, job roles and the nature of work are changing almost overnight. What was relevant yesterday may no longer be on the table today; what works today may not even be up for consideration tomorrow.
But one aspect of work remains evergreen: soft skills. Soft skills are the most important fundamental for almost every job. They give a more rounded and hence more accurate prediction of success, enabling organizations to tap into wider pools of talent. And they drive workforce transformation: when jobs and entire organizations change, soft skills have the greatest transferability and longevity.
Making the most of soft skills can be tricky, though. They are very hard to measure or benchmark, and are often insufficiently measured as a result. They can be just as hard to train, because they can vary greatly by individual.
But with the tools that exist today, it is possible to identify and assess each individual's soft skills—to look past their pedigree and measure their potential for growth and development. More importantly, it is possible to turn that knowledge into tangible success: higher-value work, internal mobility, more innovation, better productivity. And, by improving the success of the individual, it is possible to thereby improve the success of the organization as a whole.
In this series of articles, we will explore:
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