There is often discussion in our workshops about the difficulty, or even the value, of using the task analysis process on interpersonal or conceptual tasks, the infamous “soft skills.” Ralph Langevin has a saying “There are no such things as soft skills, only hard skills inadequately analyzed.” While the comment is made humorously, I believe it is extremely valid. In many cases, I think there may be more value to an organization, and the individuals in it, in thoroughly analyzed “soft skills” than “hard skills.”
My light bulb moment came when my now 20-year old son made one of his rare comments to me. He works part time in a restaurant as a busboy and a server. He had worked in the restaurant for about six months when he said, “Dad, I found out something really neat.” I asked him to tell me more. He said that “if I smile at the customers when I speak to them, my tips are bigger.” Now that may not sound like headline news to you, but to somebody just clearing his teenage years, it was a big discovery. Here’s a news flash, some young people, feeling a lot more at home with video games and television, don’t necessarily have the same interpersonal skill set as a more seasoned adult.
It’s a strong example of the value of “soft skills” training. Had the relatively small restaurant had a more formal training program — it was all on-the-job training — someone would probably have documented how the best performers related to customers. The process of identifying the organization’s agreed upon “best path” is called a task analysis. One thing the best performers surely did was smile at the customers as they greeted them. A simple behavior? Sure. But one that makes the customer seem more welcome — and valued. The net result for the employee? Bigger tips. But, for the restaurant, more customers satisfied with their experience and more return business. How valuable is that in today’s economy?
In large fast-food chains the greeting process has been analyzed. One workshop participant who trains fast-food employees said that their task analysis of the greeting was posted on the inside of the counter where the clients can’t see it, but the servers do. They were expected to greet the customers using the steps on the job aid which, in fact, became the organizational standard. The organization recognized the benefit of this organizational standard for repeat business, customer satisfaction, and improved employee performance.
Among the things a task analysis can be used for are: initial training, job aids, coaching tools, and performance standards. With a technical skill, the outputs often are the indicators of performance. With a “soft skill,” the outputs can be harder to measure objectively. Sometimes, the best standard of performance is to “do it the way we told you to.”
Bottom line, the result of a thoroughly analyzed “soft skill” is better performance.
Paul
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