Why Soft Skills are Hard
06
Oct 2022
643
Author: Shawn Bakker
During a recent webinar, I asked participants to share words that describe the best and worst leader that they ever worked with. Here were the most frequent responses:
What words would you use to describe the BEST leader?
- Authentic
- Empowering
- Encouraging
- Good listener
- Invested in others
- Supportive
- Visionary
What words would you use to describe the WORST leader?
- Autocratic and controlling
- Critical
- Micromanager
- Narrow-minded
- Poor communicator
- Self-centered
The vast majority of the words relate to soft skills – the character traits and interpersonal skills that influence how a person works with and relates to others. When people think of the best leaders they have worked for, they begin listing soft skills. For the worst leaders, we get descriptions of people lacking soft skills. Technical capabilities and knowledge are rarely mentioned when I take people through this exercise.
This doesn’t mean that “hard-skills” are not important. Technical knowledge and skills are base requirements to be successful at work. Yet in most roles, true effectiveness comes from being able to work effectively with others. This is reflected in the competency models of most professions. Even a quick review of the CPHR General Competencies shows that out of the twelve competencies, 8 are soft skills, and only 4 are technical/knowledge skills. 1
To become better at whatever you do, developing your soft skills is critical. If missed, you are not paying attention to the majority of the competencies necessary for success. If you focus solely on developing your business acumen, data analysis and systems thinking, you are missing a large part of what is required for you to be effective.
For the professionals running learning and development programs in organizations - if you want to get the best bang for your development buck, make sure that you invest a significant portion of your efforts into employees’ soft skills, but also recognize that this isn’t always easy. This takes time, practice and focused effort. Soft skills are hard because they are exercised in nuanced ways. There are no hard and fast rules when it comes to applying interpersonal competencies. They need to be utilized and adapted to the needs of the situation and the individuals involved.
Research based on groups of leaders shows that the need for developing interpersonal skills is ongoing. A review of our 360 assessment data
from the last 3 years shows that the lack of soft skills remains a challenge for many. The lowest-rated behaviors for leaders over that time were:
- Coaching and developing others
- Empowering employees
- Mobilizing others around a clear purpose
- Seeking innovation
- Displaying flexibility
Here are some tips on developing these capabilities:
Step One:
Seek out feedback – from people you trust, coaches, or assessment tools – make sure you find out what skills you should be developing.
Step Two:
Prioritize – work on what matters most; don’t try to master too many areas at once.
Step Three:
Devote two-thirds of your development activities to soft skills.
Step Four:
Anticipate challenges – soft skills take time to acquire, and it means you will make some mistakes along the way. In my work people have been much more forgiving of someone who tries and makes an error, than someone who doesn’t try at all!
References:
About the Author:
Shawn Bakker is a registered Psychologist and leads the Professional Services team at Psychometrics Canada. He works with organizations and OD/HR professionals to assess and develop the potential that people bring to the workplace as individual contributors, team members and leaders.
Contact Information:
● Website: www.psychometrics.com
● LinkedIn: www.linkedin.com/in/shawn-bakker
● Facebook: @PsychometricsCanada
● Twitter: @PsychometricsCA
Psychometrics Canada
has been providing assessment tools and strategic guidance for the selection and development of individuals and teams since 1976, with an expertise in applying business psychology in the areas of employee selection, personal and leadership development, and team building and conflict resolution. Psychometrics Canada is the only authorized Canadian distributor of the Myers-Briggs Type Indicator® (MBTI®), Strong Interest Inventory® (SII®), Thomas-Kilmann Conflict Mode Instrument (TKI), FIRO-B®, CPI 260™, CPI™ 434, Work Personality Index®, and Career Values Scale instruments.
Building Better Organizations Through People.
The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.
The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.
As the governing voice of CPHR Alberta, the Board of Directors meet quarterly to provide oversight and guidance in several key areas. The Board, alongside CPHR Alberta operations, continues to deliver on the association's strategic priorities developed in the 2020 strategic plan. To ensure transparency between our Board of Directors, members and key stakeholders, we are sharing post-meeting messages to inform the steps taken towards advancing our profession and ensuring a financially stable association. The Board of Directors met on September 22, 2025, and the Board’s key messages are as follows: 2026 – 2028 Strategic Plan The Board unanimously approved CPHR Alberta’s new 2026 – 2028 Strategic Plan, which includes a refreshed organizational vision and mission. This forward-looking plan focuses on: Enhancing member value Promoting self-regulation Elevating the visibility of the CPHR designation Fostering a future-ready HR community Implementation begins immediately, with further details to be shared in the coming months. Stay tuned, our new Strategic Plan will be released this fall via email! Board Recruitment The Board has initiated preparations for the 2026 elections. We will once again be seeking CPHR, Retired CPHR, and public members. Additional details will be available in November. CPHR Canada and Collaboration Across Provinces The Board welcomed Philippe de Villers, Chair of CPHR Canada, who presented the national organization’s new strategic plan and the strong collaboration across provinces. Further updates will follow after CPHR Canada’s December Board meeting. You can view the CPHR Canada Strategic Plan here. Financial Management The Board reported that CPHR Alberta remains on track for a balanced 2025 budget, with no current financial risks identified. Engagement Board members will be attending our holiday mingles across the province starting in November. We invite you to join us in celebrating another successful year as a growing HR community. Visit the CPHR Alberta events page and watch your inbox, registration opens soon! The next Board meeting takes place in November 2025, after which we will again share our key messages. If you have any questions regarding these key messages or the Board of Directors, please contact chair@cphrab.ca . We welcome your feedback!
Each year on October 10th we commemorate World Mental Health day. A day dedicated to raising awareness, minimize stigma, and promote meaningful connections and conversations about mental well-being. In the modern fast-paced and high-pressured working world, mental health support comes as a crucial element beyond a wellness initiative. It helps to build a more resilient, compassionate, and productive workplace. For HR professionals this day is an important reminder in the role we play in creating a culture that prioritizes empathy, balance, and care. When employees are mentally supported, they are more engaged, collaborative, and better equipped to excel in their roles. Why Mental Well-Being Matters Mental health can affect anyone, regardless of position, age, industry, or experience. The World Health Organization (WHO) reported that in 2019, 970 million people globally battled mental health issues. Anxiety and depression being the most common disorders. The economic costs become substantial, with loss in productivity outstripping direct cost of care. Beyond numbers, the impact can ripple through teams and affect morale. Stress, burnout, and disengagement have real, impactful consequences. Acknowledging mental health and proactively making efforts to take care of employees strengthens companies as a whole. How Can Employers Support Employee Mental Health? While there is no “cookie cutter” formula to promote mental wellness – creating an environment where employees feel seen, heard, and supported is key. Here are a few actions HR can implement to make an impact: Foster Open Conversations Break the silence. Openly encouraging judgement-free conversations around mental health can reduce the stigma around the topic. Practicing empathy and sharing personal experiences can encourage others to also discuss their own experiences and current challenges. Access to Mental Health Resources Ensure employees know where they can turn to for help. Having an Employee Assistance Program (EAP) with access to counseling, therapy, or mental-health hotlines and online support tools can increase awareness and better access to resources that can help employees whom are struggling with their mental health. HR can also work with benefits providers to increase coverage for mental health services or host workshops that focus on stress management and mindfulness as well as recognizing signs of burnout or emotional distress. Creating an environment within the workplace that promotes these habits also is important. Having quiet spaces to decompress, offering mental health days, or acknowledging small employee achievements can go a long way. Work-Life Balance Having a balance between work and personal life is key in maintaining mental health. Encourage employees to set realistic goals and expectations, honour their time off, and model such balanced behaviour themselves. Flexible work schedules, options to work remotely, regular check-ins, and encouraging boundaries can help employees better manage their workload and reduce burnout. Celebrating World Mental Health Day in the workplace World Mental Health Day is a great opportunity to remind and emphasize an organization’s commitment to well-being. Here are a few ways HR can promote and celebrate the day: Host a wellness workshop: Invite a speaker or mental-health professional to talk about coping strategies or tools for mindfulness Coffee & Connection: Have an informal meeting where employees can share their own ways to de-stress and support one another Share Resources: Share educational material or mental health tips through internal communication channels Closing Thoughts Mental health shouldn’t just be a one-day topic. It’s a constant year-round commitment to help take care of ourselves. On this World Mental Health Day, we should reflect on how to make our own workplaces safer, fostering compassionate and stigma-free spaces for everyone. As HR professionals we are in a key role to lead this change. We can advocate for open dialogue, sharing helpful resources, and nurturing an inclusive culture that values well-being just as much as performance. By working together, united we can create safer workplaces where employees can thrive both professionally and personally. When people feel supported, everyone benefits. Resources: https://www.who.int/health-topics/mental-health#tab=tab_2 About the Author: Rheya is a volunteer with the CPHR Alberta Social Media Committee, a young professional passionate about HR and creativity. With a Diploma and Bachelor's in Business Administration from SAIT, Rheya brings experience in project management, SEO, and social media. When not working, Rheya enjoys crocheting, writing a first novel, and binge-watching Harry Potter movies.
Author: Ada Tai, MBA, CPHR, SHRM-SCP I’ve been watching the pace of corporate restructuring accelerate this year, and it’s striking how no sector seems immune. ConocoPhillips is reducing its global workforce by a quarter. Intel is preparing to slash 24,000 jobs in one of the largest shake-ups in its history. Salesforce is eliminating 4,000 positions as it doubles down on its AI strategy. Paramount Skydance, fresh off its blockbuster merger, is shedding up to 3,000 roles; while Hudson’s Bay, a retailer that’s been part of Canada’s identity for more than 350 years, is closing its doors and letting go of more than 8,300 employees. Add to that layoffs at Starbucks, Amazon, PwC, Burberry and even Recruit Holdings, the parent company of Indeed and Glassdoor 1 , and the picture becomes clear: we’re in the middle of a global restructuring storm, where technology, cost pressures, and shifting markets are re-writing the rules of work. In my recent conversations with business leaders, one theme keeps surfacing: many are contemplating a restructuring of their own. However, they’re not just looking to cut costs; they’re seeking a clear strategy. That’s what this guide is about: how to prepare for restructuring with purpose, clarity, and humanity. Step One: Define the "Why" Restructuring is one of the most complex decisions a company can make. Done poorly, it can destabilize operations and damage culture. Done well, it can reset the business for future success. The starting point is always the “why.” What problems are you solving? Common drivers include: Financial distress - Reducing costs and/or improving profit margin to stabilize the business Market changes - Pivoting toward new products, services, or geographical territories Technology shifts - Re-organizing to adopt AI, automation, or other innovations Efficiency and competitiveness: Streamline structures or flatten hierarchies The objectives must be specific, measurable, and aligned with the company's long-term vision. This "why" is the foundation for the entire plan and is essential for communicating with stakeholders. Step Two: Define the “What” Once the purpose is clear, organizations can proceed to define the scope. Which functions are absolutely critical to preserve? And which areas could be restructured, consolidated, or phased out? This stage is about mapping priorities. In my work with clients, I often find that once they clarify their non-negotiables, the rest of the plan comes into focus much more easily. Step Three: Plan the “How” Too often, companies jump straight to layoffs, but effective restructuring requires scenario planning. Before jumping to layoffs, I’d advise businesses test different options to see which will lead to the best results for their company. This might include a hiring or salary freeze, reduced hours, offering voluntary exits, retraining employees, or re-deploying talent to new roles. Each option carries different financial, operational, and cultural impacts. Running these scenarios before making cuts prevents costly missteps. Equally important: restructuring can’t be run by a single department in isolation. Organizations need a cross-functional team of leaders, supported where needed by external advisors who bring objectivity and specialized expertise.
