A SOLID CASE FOR SOFT SKILLS
C. Allyn Cutts
copyright Cutts Group, llc
Today's top organizations are preparing for extraordinary change that
has been brought about by globalization, competition and technology in
the new millennium. Competition for top talent has never been tougher.
The organizations that make it in the new economy will have learned
that managing performance is the equivalent of managing the bottom line.
The performance bar will and must continually be raised. Compounding
the issue is the dramatic shift from quantitative to qualitative performance
measures. Just a few years ago, performance of a large portion of the
workforce could easily be seen and measured. That's not necessarily
true today.
Today, it's difficult to know exactly what's been accomplished at the
end of any given day. A shift from mass production to communications and
service has changed work substantially from being tangible and task oriented
to intangible and knowledge oriented.
Until recently, there really hasn't been any research to point out the
importance soft skills play in performance. Although, in the last couple
of decades, studies such as those mentioned in Daniel Goleman's best selling
book, Emotional Intelligence, have confirmed the importance of soft skills
in producing hard results.
The irony - the more technology impacts how work is performed, the more
important soft skills become. Soft skills are, in fact, the new career
currency. They are a golden thread that must be woven through ever
organization (regardless of size) to produce results. They are the
"DNA" of performance.
[side bar]
Here are two programs we have found to be the absolute
best in the marketplace today.
The first is
the Janus Performance Management System:
http://www.cuttsgroup.com/products/janus.htm
The
second is the Performance DNA System:
http://www.cuttsgroup.com/products/performance-dna.htm
I'll tell you more about them at the end of the article.
[end side bar]
I've written this article for the CEOs, managers, consultants, coaches,
and practitioners who have the wisdom to manage the bottom line by managing
performance. They know that no matter what business you're in - you're
in the business of performance.
Smart CEOs, executives and managers know that there's a strong relationship
between soft skills and performance. They also know that no matter how
much technological wizardry you have at your fingertips, performance is
fundamentally a relationship business.
Performance is greatly affected by the relationship between performers
and their managers, coaches and mentors. Furthermore, performance
is deeply affected by the relationship between people and the values represented
in their work. And, performance is subtly affected by the relationship
between people and organizational culture.
Both the Performance DNA System and the Janus System are designed to
improve organizational performance by strengthening these relationships.
The areas covered are:
- Behavioral Interviewing
- Professional Development
- Performance Management
Each application is implemented with a unique process but utilizes some
of the same tools and technology. The integration of all three applications
comprises the complete system.
Our systems, with their advanced technology, tools and processes
for improving organizational performance are in a class all their own.
Here are the tools we use and our process:
The first is
the Janus Performance Management System:
http://www.cuttsgroup.com/products/janus.htm
The
second is the Performance DNA System:
http://www.cuttsgroup.com/products/performance-dna.htm
[side bar]
Please make sure you check out both systems thoroughly. You can view
a magnificent very in-depth flash presentation and download a ton of information
on competencies, performance reviews and management.
[end side bar]
First, we provide suggestions for implementing the Soft Skills Behavioral
Interviewing Process. Our tools and processes are designed to identify
the soft skills that candidates must have. Guidelines are then provided
for developing effective interview protocols including behavioral interview
questions, and a method for scoring and evaluating candidates.
Then, information is provided for implementing a Soft Skills Development
Process. This step is designed to assess an individual's mastery of the
soft skills that are most critical for performance.
We provide guidelines and suggestions for CEOs, managers, consultants,
coaches, and mentors to guide and support individuals in developing these
soft skills.
And lastly, information is provided for implementing a Soft Skills Performance
Management Process. We also provide guidelines and suggestions for
the CEO or manager to partner with subordinates to achieve results.
All of our tools and processes assist managers and subordinates in identifying
the soft skills that are the most critical for performance and are focused
on their priorities.
We use both systems, and our clients absolutely love'm. Both systems
are great. One is not any better than the other - it just depends
on what the client needs.
We have always believed that it's our responsibility to bring the best
tools to the job - day in and day out.
If the only tools we had were hammers - then every client would have
to look like a nail. And that's just not the way it is. We understand
that every client as their own uniqueness.
Well, thanks for listening and if I can be of service, please do not
hesitate to call or email me.
Other articles of interest may include:
BOTTOM LINE
Valuable customized surveys and reports to keep your organization on
the road to success are now available to you in a fraction of the time
it would take you to develop them yourself.
Through our integrated products and services , designing a performance
management system that fits the way you you do business can easily and
affordably be put in place.
It has never been easier or faster to obtain
crucial decision-making information to keep steering your organization
in the right direction for continued success!
Give us a call or send us an email
today to schedule an overview.
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