The last sentence of this New York Time’s article sums it all up:
“Now, we’re recruiting for skills.”
Those are the words of Sam Ladah, IBM’s vice president for talent. He is one of many in the tech industry, and beyond, who has identified the importance of specific hard skills and soft skills when making hiring decisions. In higher ed, the conversation is about “mobility skills” to close the gap between formal college education and the skills required to launch into a career. Law firms recognize that their new attorneys may have the best legal training, but without these critical soft skills, attorneys may not be “client-ready” (which exacts a toll financially as well as on the client relationship).
These skills reach beyond industry and job title to a more transferable set of abilities. How many times have you heard a hiring manager state,
“I can teach someone [insert hard skill here], if they have the right [insert soft skill here].”
It’s difficult to teach these soft skills (or “core skills” or “mobility skills” or “transferable skills”) in traditional education settings. We believe the best way to deliver this learning is in an interactive format that encourages self-reflection, the feedback of peers/observers, and insights powered by data and technology. (We, too, agree that data and technology can help address the skills gap as highlighted in this NYT piece.)
Fullbridge has combined this approach in Learning Labs or Business Core programs where participants state increased confidence levels in skills such as teamwork, empathy/rapport building, and communication. With more than 186,000 Fullbridge participants, that’s good news for hiring managers everywhere.