New Wave Learning vs. The Misnomer of "Soft Skills": A Call for Revolution

We are taking aim at a term that's become ubiquitous in the corporate lexicon: "soft skills." This phrase, innocuous as it may seem, carries with it implications and biases that not only undermine the skills it seeks to describe but also the very fabric of our professional environments.

Let's start with the basics: the term "soft skills" refers to personal attributes that enable someone to interact effectively and harmoniously with other people. These include, but are not limited to, communication, empathy, teamwork, adaptability, and problem-solving. Contrastingly, "hard skills" are defined as the specific, teachable abilities that can be measured and defined, such as typing speed, software proficiency, or the ability to use machinery. Herein lies the first issue: the dichotomy created between these skill sets unjustly elevates one over the other, suggesting a hierarchy where technical abilities trump interpersonal ones.

Why, then, do we persist in calling these interpersonal abilities "soft"? The term itself is suggestive of weakness, pliability, and a lack of rigour. This could not be further from the truth. A study by Google, known as Project Aristotle, which examined hundreds of its teams to determine the keys to success, found that the best teams were those that exhibited strong soft skills, particularly in the realms of emotional safety, empathy, and communication. Another report by the World Economic Forum predicts that skills such as critical thinking, creativity, and people management will be in high demand in the future job market, further challenging the notion that soft skills are somehow secondary or less valuable.

The misnomer of "soft skills" perpetuates a false dichotomy that undervalues and underestimates the complexity and necessity of interpersonal skills in the workplace. This is not just a semantic issue—it has real-world implications. For instance, a LinkedIn survey revealed that 57% of leaders say soft skills are more important than hard skills. Yet, the continuous use of the term "soft" perpetuates a cultural bias that prioritises technical over interpersonal proficiency, which can lead to undervaluing employees who excel in these critical areas.

Moreover, the current nomenclature feeds into gender stereotypes, often coding "soft skills" as feminine and "hard skills" as masculine. This has the potential to reinforce gender biases in policy, processes and decision making which doesn’t support the equity gaps we know exist.

It's paramount we spotlight the undeniable impact these skills have on business performance. The evidence is compelling: a study by the Hay Group found that companies with high levels of emotional intelligence in their staff outperformed their targets by a staggering 20%. Moreover, the same study highlighted that departments led by individuals with strong social skills outperformed yearly targets by up to 15-20%.

These statistics are not anomalies. Deloitte's research echoes these findings, predicting that two-thirds of all jobs will be soft-skill intensive by 2030. But perhaps more telling is the direct correlation between soft skills and financial performance. A Boston College, Harvard University, and University of Michigan study found that soft skills training returns a whopping 256% ROI through increased productivity and retention.

This is because "soft skills" are at the heart of business innovation and customer engagement. They foster environments where creativity flourishes, problems are solved in innovative ways, and teams are adaptable and resilient. They're crucial in understanding and meeting customer needs, negotiating effectively, and navigating the complex social dynamics of the workplace.

In essence, these skills contribute to creating a workplace culture that not only attracts top talent but also retains it by increasing engagement and loyalty. They are the invisible threads that weave together the fabric of a company’s internal and external relationships, directly influencing its reputation, brand, and ultimately, its success in the marketplace.

So, what's the solution? It's time for a language revolution. We need to shift our perspective and terminology to accurately reflect the significance and strength of these skills. Terms like "core skills," "essential skills," or even "professional skills" might offer a more helpful description of their critical role in professional success and the complexity involved in mastering them. Personally, I use the term “human skills” because for me, these skills are about how we contribute effectively to the human experience demanded by the future of work.

In conclusion, challenging the term "soft skills" is not just about semantics. It's about recognising and valuing the human capabilities that drive teams and organisations energy, performance, growth and success. As leaders, we have the influence to change the conversation and elevate these skills to their rightful place. Let's challenge ourselves and our workplaces to move beyond outdated labels and embrace a more inclusive and accurate vocabulary that reflects the true nature of our diverse talents and abilities.

#softskills #humanskills #humanworkplaces #learninganddevelopment