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      Employee customer service training a value proposition?
　　Main Aim: To study the value of soft skills training in terms of attracting repeat customers and increasing company profits
　　Brief Review of the Related Literature
Crosbie (2005) has produced one of the most recent studies on the value of soft skills training; challenging the role of training as a single methodology for the development of personal and interpersonal "soft skills" for leaders. A design/methodology approach is used to make a case for the importance of soft skills development for leaders and then to explore the role of training, along with other critical elements, in helping leaders develop these skills. This is done through an explanation of the complex process of learning, concluding that learning soft skills takes significant time, and the learning of the complex personal and interpersonal skills of leadership takes even more time. Statistical analysis is used to support the recommended methodology outlined in this paper, and the practical implications are also examined. Organizations undertaking a leadership development initiative are encouraged to look beyond simply evaluating training programs, with success depending not only on effective training but also on such important elements as expert facilitation, contextual awareness, formal and informal support, real-world application, self-study, self-awareness, stress and celebration.
　　This paper tends towards the view that soft skills training may be an unnecessary expenditure of capital and training time for many organizations, however this view is strongly refuted by Ramsoomair (2004), who claims that soft skills are ignored because of an obsession with tactics at the expense of strategy. A key part of his argument is that, when pressed with immediate needs, firms put their emphasis on individuals who excel at primary or core skills: While they may grudgingly admit to some belief in the value of soft skills, it is falsely felt that these non-core skills are a priority that can be deferred. However, he concludes that once caught in the deadly embrace of over reliance on short term priorities in goal delivery, the cycle of hard skill emphasis becomes internalized. The full potential of strategy is consequently never reached, primarily because of a workforce that is either not fully equipped to do the job, or is discouraged to do so because their 'other' qualities are not valued adequately.
　　Kelly (2004) attempts to balance these two arguments, claiming that businesses are increasingly looking for business-literate IT professionals who can add value at a strategic level, and that as such, IT staff need to move outside their comfort zones and acquire soft skills, such as people and project management, to be certain of a secure future. However, she focuses on the fact that many IT departments are still under pressure to do more with less, and thus wonders how already overstretched IT professionals will find the time to invest in training, in addition to their core job functions. The 2004 annual Technology for Financial Executives survey, carried out by Computer Sciences Corp. and Financial Executives International, found that in many corporations IT remains as isolated as ever from the boardroom and overall business strategy, with only 7% of respondents claiming to have an IT plan fully aligned with business objectives (Ke本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。