The
importance of soft skills has been acknowledged in several
occupations such as managers, pilots, entry level managers
(Boyatzis, 1982; and Damitz et al., 2003), etc.,
across cultures (Nonaka and Johansson, 1985) and across
job and pay levels (Holzer et al., 2004). Business
is changing constantly. The shift in the workplace from
manufacturing/production work to service/knowledge work
(Drucker, 1993) has brought about changes in the nature
of job performance both in the developed and developing
world. Jobs in the service sector are characterized by
interpersonal and face-to-face interactions with employees,
customers, or clients. Employees, thus, are able to effectively
perform behaviors related to the interpersonal nature
of work performance. Employers are considering the role
effective `soft skill' performances can play in employees
helping to achieve organizational goals.
According
to Gartner Vice President Partha Iyengar, "only 25%
of the total graduates in India were employable".
Supporting this, a 2005 McKinsey study (NASSCOM-McKinsey
Report, 2005) revealed that only 25% of Indian engineering
graduates, 15% of Indian finance and accounting professionals
and 10% of professionals with any kind of degrees, in
India, are suitable for working in multinational companies.
This leaves the other 75% to stretch that extra mile to
be able to get into a job.
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