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To challenge the role of training as a single methodology for the development of personal and interpersonal “soft skills” for leaders.

To make a case for the importance of soft skills development for leaders and then to explore the role of training, along with other critical elements, in helping leaders develop these skills. This is done through an explanation of the complex process of learning.

Learning takes time and the learning of the complex personal and interpersonal skills of leadership takes even more time. Statistical analysis supports the recommended methodology outlined in this paper.

The research cited in this paper is a representative sample from research collected over five different leadership development programs studied. Although the methodology used was consistent from program to program, each program was highly customized, by design, to meet the unique needs of the specific organization, thus potentially compromising the measurement/research from a strictly academic perspective.

Organizations undertaking a leadership development initiative are encouraged to look beyond simply evaluating training programs. Success depends not only on effective training but also on such important elements as expert facilitation, contextual awareness, formal and informal support, real‐world application, self‐study, self‐awareness, stress and celebration.

The ability to accurately assess the effectiveness of training in the soft skills arena has long been debated. This paper, drawn from extensive research conducted by Tero^® International offers insight on this subject. A white paper was expected to be available near the end of 2004.

The purpose of this paper is to explore ethics at work and present the inherent challenges facing both leaders and learning professionals in encouraging ethical behavior.

Survey results are presented that reveal large numbers of people who consider themselves ethical also confess to lying, cheating and stealing. Five practical tips are provided to help learning professionals address these contradictions.

People often rationalize their bad behavior, after the fact, to preserve their own internal beliefs that their behavior is indeed on high moral ground. This reality presents unique challenges for those charged with defining ethics in organizations.

The 2006 survey, conducted by the Josephson Institute of Ethics (the CHARACTER COUNTS!_SM organization) was extensive in that it involved over 35,000 respondents. While it paints a picture of the future workforce and informs readers of associated challenges, it does not include representatives of the current workforce.

Organizations seeking to promote ethics must translate their values statements into specific behavioral terms and provide training to help leaders and employees alike clearly understand and demonstrate the desired culture.

This paper provides an analysis of research around (un)ethical behavior of the members of the future workforce, along with useful actionable steps for learning professionals.

The purpose of this paper is to bridge the gap between campus and industry among the management and engineering students to enhance their employability. It equips students and faculty with creative tools and techniques to acquire soft skills and provides a new perspective to the discipline of soft skills.

The paper designs an interview questionnaire containing both open and close-ended questions to elicit responses from faculty, students, recruiters, and directors of educational institutions.

The study found that there must be effective coordination among faculty, students, industry and directors of educational institutions for enhancing employability skills among students. It places emphasis on the role of Training and Placement Officer (TPO) in the educational institutions for better employability and calls for promotion of finishing schools to enhance employability.

The article relies on limited survey and interview data from one particular district in India and from students of engineering and management education only.

The study can be applied in any part of the world as there is a problem of unemployability everywhere currently.

The paper adds value to the little literature available in the area of soft skills. It sets the agenda for discussion in soft and hard skills and employability, presents problems and prospects and calls for blending both hard and soft skills to enhance employability.