State-of-the-Art Practice and Reports
PracticesSoft Skills Talent Development - 2016
Employers are central to establishing outcome or talent development goals that ensure work-readiness. This paper outlines a proven process to enable employers to identify the specific workplace behaviors that different levels of jobs - entry-level, high-performance or first-line leadership - requires.
This paper responds to Competitive Wisconsin, Inc.'s recent white paper: BE BOLD2: Growing Wisconsin's Talent Pool. LRI's report identifies currently available resources to achieve that state's central strategic issues:
- Energizing the links between economic development and workforce/talent development;
- Leveraging the collection of - and access to - real-time information about jobs, skill requirements, career pathways and economic outcomes; and,
- Mobilizing talent development and acquisition in support of employers and promoting successes that attract talent and job-creators.
A Model for Soft Skills Competencies' Development
This report summarizes results of a pilot effort by CT's Capital Workforce Partners to determine the impact of assessment and development on individuals' soft skills growth during the 2011 - 2012 school year. There were significant gains in the Pilot Group in terms of overall performance as well as individuals' skills compared to those of the Control Group.
The white paper presents a WIOA-consistent method to align the compentencies employers require with the outcome skills of workforce development (education and training) programs.
Hartford, CT's WIB: Results of a Controlled Study to Assess and Develop Soft Skills
This cross-validation study was of 8,000 individuals within a US Department of State Agency. It examines the relationship between performances on LRI's Workforce Readiness Skills Customer Care Module and current on-the-job performance of incumbents as determined by their supervisors. A criterion oriented validation strategy with a predictive design was used in addition to a second criterion, turnover.