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The purpose of this paper is to evaluate various ways in which soft skills can be developed. It proposes a self-facilitation framework to develop and enhance soft skills.

A survey questionnaire was developed based on a pilot study with reference to key components of an individual’s life which can be instrumental in developing soft skills. Study was conducted on participants of Management Development Program (MDP) in a business school in India between June 2017 and March 2018. Participants who had attended a session on soft skills were selected for the study. In all, 180 participants from 12 programs filled the responses based on a five-point Likert scale. Of all, 167 responses were complete and deemed fit for analysis. Factor analysis using SPSS 22 resulted in five factors, namely, family, self, industry, academia, and resources.

Findings indicated that irrespective of gender, age categories, type of organizations working in, and the years of work experience, majority respondents accepted that soft skills could be developed through a holistic approach with the help of a self-facilitation framework (FSIAR) comprising family, self, industry, academia, and resources.

The framework can be generalized by testing the questions with a larger number of respondents. A further research could be to delve into the cultural factors while using this framework in various countries.

The study is extremely beneficial for heads of organizations, working executives, educational institutions, scholars, faculty, and trainers.

This study for the first time has proposed a self-facilitation framework – FSIAR for developing and enhancing soft skills of an individual.

The purpose of this paper is to shed light on the questions as to how important skills are; which skills can best be learned at school, and which skills can be acquired better in the workplace.

The authors exploit data from a survey among professional tertiary education and training business administration students and their employers in Switzerland.

The authors find that skills used in the business processes strategic management, human resource management, organizational design, and project management are most suitable to be taught in school. However, the results further suggest that soft skills can be acquired more effectively in the workplace than at school. The only exceptions are analytical thinking, joy of learning and organizational soft skills, for which school and workplace are similarly suitable.

The paper provides empirical evidence regarding the optimal choice of the learning place for both human resource managers as well as educational decision makers who aim to combine education and training, e.g. in an apprenticeship.

Little evidence regarding the optimal learning place exists.

The disparity between employers’ expectations and the ability of graduates to meet them is an issue for employment. Industry 4.0, represented by technologies like big data and automation, permeate the construction industry, exacerbating the rift of changing expectations that future graduates must bridge. As sophisticated forms of technology emerge, the ways individuals work are also expected to change. Soft skills are needed to support, materialise, and enhance the workforce’s existing technical skills. The purpose of this paper is to explore the effect of Industry 4.0 on employability in the local construction industry from the viewpoint of employers and future graduates.

This study adopts mixed-methods sequential explanatory design, quantitative followed by qualitative. The questionnaire survey crosschecked the needs and expectations of employers in the local construction industry, regarding these nine soft skills and the extent to which students currently possess them, to determine whether students from the construction industry are Industry 4.0-ready. Qualitative interviews were also conducted with employers in the construction industry and PFM students to further understand the disparity between the survey results of the two parties.

Gap analyses and t-test results found six significant divides in nine soft skills – resilience, curiosity, adaptability, entrepreneurial thinking, pursuing convictions and vision – showing a significant difference between the mean expectations of employers and the soft skills capabilities of graduate students. Future graduate students thus lack the soft skills needed by Industry 4.0. The reasons for this significant difference and the barriers to improving soft skills are explored through interviews with employers and future graduates. Three parties – government, educational institutions and industry – were identified as crucial partners in change.

Little has been researched about the future strategies and mindsets required by the workforce to prepare for the changes brought by Industry 4.0. Likewise, the government’s and companies’ one-sided focus on promoting skill-upgrading leaves many to wonder about the soft skills needed to stay competitive. Hence, it is timely to examine the readiness of Singapore’s future graduates in the construction industry in adapting to Industry 4.0’s requirements in terms of soft skills.

The purpose of this paper is to examine whether soft skill requirements found in employer job postings (advertisements) within different roles of business are similar to the soft skills practically needed in the workplace and the perception of faculties at schools of business in Bangladesh.

A two-phased study was administered. Phase 1 involved reviewing the latest relevant literature and hundreds of job advertisements; and in phase 2, questionnaires were administered to elicit responses from executives and faculty members from different universities in Bangladesh. Judgment sampling and the snowball technique were used to develop the sample of 84 respondents with a response rate of 56 percent. In total, 15 soft skills were used to develop the instrument. Descriptive statistics and a Kruskal–Wallis test were performed to analyze the collected data, where factors that retained α at or below 0.05, a family-wise Bonferroni adjustment (Mann–Whitney U test) was applied.

All the mentioned soft skills are found to be desirable by the recruiters and faculties also agreed with them. However, there exist disparities on the perceived importance of four soft skills among faculties and recruiters, and a gap was found between the business curriculum and industry expectations from fresh-out business graduates.

This study could be a basis for future studies and would help business education institutions guide their students to master the skills, and to develop and prepare them for real life battle in the job market. Moreover, the study indicates the gap between executives’ expectations from the graduates and the institutional teaching provided by higher education institutions (for business majors), which would help practitioners reform their business curriculum to better ensure employability for their business graduates. Moreover, the study opens an avenue for further research in this field for implementing training programs for attaining the most desired soft skills among higher education institutions.

The purpose of this paper is to investigate the effect of soft skill acquisition and the training methodology adopted on employee work performance. In this study, the authors study the trends of research in training and work performance in organisations that focus on the acquisition of technical or “hard skills” for employee training and evaluating work performance. This study was conducted to redirect the focus of employee training and development goals to the acquisition of soft skills, which have a very high and lasting impact on improving employee performance.

This study adopted a quantitative research approach. Questionnaires were administered to selected managers and executives of a few Malaysian private companies. The questionnaire was specifically designed to examine the competencies of various Malaysian-based company managers, executives and supervisors who had undergone a soft skills training programme over a period of a few weeks or months. These soft skills training programmes were not conducted consecutively, but rather with a break or “time-space” in between each session. The target population in this study consisted of 810 employees from nine companies. The sample size was 260 trainees who were selected from the population with a 95 per cent confidence level within 0.05 risk of sampling error.

Using regression analysis, this study estimated the relationships between employees’ acquisition of soft skills, the training methodology adopted by the trainer, and work performance. The results indicate that the two predictors – soft skill acquisition and training methodology – significantly predict employee performance. The authors propose the need for employers to redesign the methodology for training employees in soft skills. Based on the findings, “time-spaced learning” is highly potent in undermining the hindrance associated with training transfer.

The findings of this study help to raise the awareness of employers, human resource managers, professional and industrial experts and the government to rethink the need to improve soft skills training methodologies. Specifically, this can be achieved by giving the trainees “space” or breaks to practice, apply and internalise what they have learnt intermittently during the training programme. This will enhance employee performance, and consequently, organisational performance. These findings also inform company managers that the time-spaced learning method enables employees to acquire soft skills more effectively, which will invariably bring about positive behaviour changes in employees towards their work and co-workers.

The originality of this research is based on the fact that the results are peculiar to Malaysia, whereas most of the literatures on training methodology especially the time-space and soft skill have focused on developed countries. Furthermore, the study emphasised that time-space learning training methodology helps employees in transferring knowledge acquired during training to their work. The research also emphasised that soft skills acquisition brings about increase in employee work performance. This research shows 14.5 per cent increased employee work performance in the selected companies because of their employees’ acquisition of soft skills and a 27.9 per cent increase in employee performance is based on time-space training methodology. This makes the investigation on the effects of soft skills acquisition and the training methodology adopted on employee performance very important for organisational survival.

The purpose of this paper is to investigate whether managers can acquire strategic skills using management education methods in lieu of experience. It demonstrates that experienced‐based pedagogical methods can be effective in developing traditional skills or “hard” skills and “soft” skills such as interpersonal communication, which then facilitate the acquisition of strategic skills.

The paper uses data from questionnaires and achievement scores from capstone classes to determine whether exposure to an experiential technique called large‐scale simulation can lead students to acquire traditional, soft and strategic managerial skill sets.

The results show that soft and traditional skills are complementary and together lead to better acquisition of strategic skills and also imply that mastering soft skills may enhance the mastery of traditional skills.

A limitation of the research stems from the use of students as research subjects. While this limits generalizability, it is important to remember that many such students go on to be successful managers in large and small organizations, partly due to their educational background. Replicating these findings with graduate and executive students is required.

A key practical implication is that organizations may be able to effectively supplement their own experienced‐based developmental efforts for their managerial personnel with course‐based learning.

The paper's findings support an option for many firms, although this has not received much direct empirical support. Additionally, the results support the increasing emphasis placed on soft skills, suggesting that development of strategic skills may help managers grasp the bigger‐picture implications.

The purpose of this study is to investigate the self-perceptions of university information professionals about the current state of their soft skills and to highlight the barriers faced in the development of such skills.

A sequential mixed method research design using a questionnaire followed by in-depth interviews as data collection tools were used to achieve the objectives of the study. Self-completion questionnaires were used to collect the data from 560 respondents spread over 33 universities of Pakistan. Then, 21 interviews were conducted with purposely selected library and information professionals at the qualitative phase.

The findings of the survey revealed that the majority of the information professionals perceived themselves “moderately competent” in soft skills. Only 14.8% information professionals considered themselves “competent”. The qualitative findings revealed that university library and information professionals generally faced several barriers in the development of their soft skills that included “lack of administrative support”, “lack of personal commitment”, “lack of financial support by the parent organizations”, and so many others, which might have affected their current levels of soft skills.

The possible limitation of this study may be the bias of the respondents, toward their self-judgment. During interviews, most of the assistant librarians were not comfortable and expressive. This might be due to lack of soft skills knowledge, interview anxiety and poor communication skills.

This research is the first study in Pakistan that dealt with the state of soft skills and barriers in its development among university library and information professionals having a large number (N = 372) of respondents.

With supply chains expanding in scope and scale globally, the academic literature underlined the increasing role and importance of soft skills. Traditionally, the supply chain literature geared towards hard skills including functional and technical skill sets with limited discussion on soft skills. Therefore, the purpose of this paper is to assess and explore the soft skills demand in supply chain management arena.

This study has utilised a mixed methods study in two phases, with the first stage including a questionnaire distributed to 120 supply chain employees in the UK, followed by six interviews with supply chain experts in the UK.

The results suggest that soft skills, especially behavioural skills such as communication, planning, initiative and negotiation, were seen to be more important when compared to decision making, negotiation and management skills. The findings indicate that the changing supply chain scope encourages the requisition and development of different supply chain soft skills with varied levels of emphasis in relation to 15 soft skills identified in the literature.

This study employs a mixed-method approach to establish the perceived importance of soft skills in the UK supply chains. This limits the generalisability of the results to other contextual settings.

This paper presents soft skills impact upon the supply chain. Specific soft skills are critical to supply chain employees compared to others (e.g. behavioural and people management skills), which may lead to articulation of supply chain soft skills training initiatives.

This paper contributes to the soft skills discussion in the supply chain context and discusses the role of soft skills. Topical gaps in the literature are identified as areas for future research. The findings have generated additional supply chain skills to the academic literature as well as provided an understanding of the weighting of soft skills in terms of their importance and application to industry needs.

The purpose of this paper is to achieve sanctimonious status to the soft skills discipline. It explores soft skills in global organizations and educational institutions.

This paper explains the significance of soft skills and the methods to acquire these. It differentiates between soft and hard skills with examples and illustrations. It draws a blueprint to offer soft skills program. It unveils expository strategy, guided strategy and active strategy for teaching and training soft skills.

The finding of this study reminds that the world is shifting from knowledge economy to self-knowledge economy and of the importance of soft skills with the advent of artificial intelligence. It enlightens that a judicious blend of hard and soft skills is essential for achieving professional and leadership success. It implores not only to build hard skills but also mind soft skills. It concludes that soft skills are essential for everyone from janitors to chief executives to achieve the desired outcomes.

This paper explains from the academic and organizational perspectives only.

This methodology can be applied in any industry and in any size of organization globally.

The social implications of this research suggest that educational institutions and global organizations can adopt these methods and strategies to impart and improve soft skills.

This research explores tools and techniques to measure soft skills. It encourages experiential learning to impart soft skills. It coins an innovative evaluation tool – Meka’s five-level model – to measure soft skills training. It outlines a few sample questions to measure soft skills training. It crafts course curriculum for soft skills. It unveils a list of soft skills essential for leaders.

The purpose of this study was to examine the effects of soft skill integration in the curriculum on quality of college life of diploma business students in Malaysian private higher educational institutions.

Descriptive quantitative survey research was used to assess the views and relationship between variables from 429 business students in Peninsular Malaysia. The adapted self-administered questionnaires were distributed through stratified random sampling method. Descriptive analysis, correlation and regression analysis were used in the findings.

The results advocated significant influence from soft skill integration on quality of college life. Soft skill integration in critical thinking and problem solving especially has significant positive influence on quality of college life in all the aspects from academic, social and also facilities.

Generalizability of the research as it was conducted in the northern region of Peninsular Malaysia only. It was also limited by subjectivity bias of the students who responded to the questionnaire.

The implication of this study was that it serves as an evidence-based information of soft skill integration and effects on college quality. In this way, it provides an empirical reference to the authorities for better guidelines, evaluation, control and development in the curriculum, delivery approaches, co-curriculum, campus environment or facilities.

Local education in particular is closely linked to the neighboring community and also dependent on the socio-economic needs of the state or region. According to Kayrooz and Parker (2010), greater engagement with local issues and higher local autonomy for spending could lead to greater effectiveness and efficiencies.

The study was a pioneering research in the context of Malaysian private higher education, guided by Devadason et al.’s (2010) soft skill integration study in Malaysian public higher education, plus Sirgy et al.’s (2007) study on quality of college life.