An International Double-Blind, Peer Reviewed, Refereed Open Access Journal - Included in the International Indexing Directories Page 24 SOFT SKILL TRAINING PROVIDED BY COLLEGES WITH REFERENCE TO BANGALORE CITY
Dr P.Sudarkodi
Associate Professor,
Koshys Institute of Management Studies, Bangalore
Dr Kethan Manyam
Assistant Professor,
Koshys Institute of Management Studies, Bangalore
ABSTRACT
In today’s job market Employability is based on both technical and soft skill. Soft skill which includes a
number of skills pertaining to communication, motivation, Time management, empathy, problem
solving, decision making, leadership, team building are consider as very important by the corporate
today. Although realising the importance of soft skill most of the students in Bangalore have not been
able to equip themselves adequately with such skills. So, the study is an attempt to analysis the soft
skill requirement of corporate and soft skill training provided by B-Schools in Bangalore.
KEYWORDS
Soft skill, team building, leadership, empathy, motivation
INTRODUCTION
Competences can be viewed as a group of inherited and learned personal distinctive, knowledge, skills
and approaches leading to elevated quality Performance. Successful participation in work is
underpinned by deposits of non-technical skills and knowledge. Non-technical skills which are also
called soft skill are non-job specific and closely connected with personal attributes.Education in India
is witnessed huge growth during the past decades. The abrupt expansion has led to the problem of
maintenance of Quality.
OBJECTIVES OF THE STUDY
To find out the major soft skills components that can be improved after the exposure to soft skills
training
To understand the existing practice followed by Colleges with respect to soft skill training.
To find out the major soft skills components expected by the Corporate
An International Double-Blind, Peer Reviewed, Refereed Open Access Journal - Included in the International Indexing Directories Page 25 Hypothesis
H1: There is no significant relation between Experience and Risk taking skill
RESEARCH METHOD
The current study is based on survey method.
The method was adopted to have better understanding of the soft skill Trainers regarding expectation
of Corporate. It is a descriptive study which seeks to specific Soft skill inculcated in the B-Schools in
Bangalore.
Data was collected from primary and secondary sources. Questionnaire was used to collect the
Primary Data. The secondary Data was collected through journals, periodicals, newspapers and books.
The data is from the period 2019-20.Convenience sampling was used to collect data from 22trainers
from different colleges in Bangalore
DATA ANALYSIS AND RESULT INTERPRETATION
SPSS software (version 25) was used to feed the scores provided by the respondents.
Profile of Respondent
Table 1 tries to capture the respondents sketch in term of gender, Age and Year of experience
Table-1: Demographic Details of Respondent
Demographic Variables Frequency Percentage
Designation
Soft skill Trainer 9 41
Expert Guide 3 14
Academic Faculty 10 45
Educational Qualification
Diploma 2 9
UG 2 9
PG 15 68
PhD 3 14
Year of Experience
0-5 7 32
5-10 11 50
Above 10 4 18
Source: Primary Data
The respondents comprised of415 Soft skill Trainers, 14% Expert Guide and 45 % Academic Faculty
with Education Qualification Diploma 9%,Ug 9%,Pg 68% and Doctorates 14%.The respondents have
An International Double-Blind, Peer Reviewed, Refereed Open Access Journal - Included in the International Indexing Directories Page 26 RELIABILITY STATISTICS
Reliability statistics are made for the data collected from the Employees of SBI. The sampling reliability
is ensured by doing through Cronbach’s Alpha reliability test, for this present study the reliability
analysis score is 0.734 after considering 24 items from the structured questionnaire.
The Chi square value in the Table 2 shows significant relation between Experience and Risk taking skill
at 5 % level. Hence Null Hypothesis H1 is rejected
Table-2: Chi- Square test
Chi square Result
Value df Sig.(2-sided)
Pearson Chi-Square 44.000a 4 0.000
Likelihood Ratio 44.919 4 0.000
Linear-by-Linear Association 21 1 0.000
N of Valid Cases 22
Factor Analysis
Data collected from the respondents towards the Soft skill training practices is subjected to dimension
reduction using factor analysis to explore different factors using SPSS. An inter correlation matrix was
first calculated to explore the possibility of applying factor analysis. The communities of the variables
are shown in the Table 3.
Table-3:Communalities Matrix
Initial Extraction
Spoken 1.000 .984
written 1.000 .946
effectiveness 1.000 .976
Integrity 1.000 .980
Teamwork 1.000 .984
motivation 1.000 .946
work ethics 1.000 .976
critical thinking 1.000 .669
Risk taking 1.000 .980
An International Double-Blind, Peer Reviewed, Refereed Open Access Journal - Included in the International Indexing Directories Page 27
leadership 1.000 .980
interpersonal 1.000 .984
Questioning skill 1.000 .946
creativity 1.000 .976
Research skill 1.000 .632
Problem solving 1.000 .554
computer skill 1.000 .479
Academicskill 1.000 .656
Quantitiesskill 1.000 .602
Timemanagement 1.000 .696
Conflictmanagement 1.000 .682
Respect Hierarchy 1.000 .847
Manage Digital 1.000 .515
Crossculture management 1.000 .309
Method: Using Principal Component Analysis.
Principal component method (Table 4) was used to find the initial solution. For the confirmation of
the initial solution, Eigen value criteria and the screen plot method were used. This suggest that the
four factors have the Eigen value greater than 1 and the factor pattern is consistent across the sample,
which is easy to understand since the item loaded deeply on a sole factor. The Eigen value for the
head factor is 5.512 and it explains 22.957% of variance. The next factor value is 4.549 and it describes
18.953% of the variance. The value of third factor is 3.502 and it explicates 14.592 % of the variance.
The fourth factor value is 2.143 and it describes 8.929% of the variance. The value of fifth factor is2.063
An International Double-Blind, Peer Reviewed, Refereed Open Access Journal - Included in the International Indexing Directories Page 28 Table-4: Total Variance Explained
Component
Initial Eigen values Extraction Sums of Squared
Loadings
Rotation Sums of Squared Loadings
Total % of
Variance
Cumulative
% Total
% of Variance
Cumulative
% Total
% of Variance
Cumulative %
1 5.510 22.957 22.957 5.510 22.957 22.957 4.811 20.045 20.045
2 4.549 18.953 41.910 4.549 18.953 41.910 3.542 14.760 34.805
3 3.502 14.592 56.503 3.502 14.592 56.503 3.526 14.690 49.495
4 2.143 8.929 65.431 2.143 8.929 65.431 3.253 13.554 63.049
5 2.063 8.594 74.026 2.063 8.594 74.026 2.111 8.796 71.845
6 1.518 6.326 80.352 1.518 6.326 80.352 2.041 8.506 80.352
7 1.352 5.632 85.984
8 1.048 4.367 90.351
9 .661 2.754 93.105
10 .592 2.467 95.573
11 .382 1.590 97.163
12 .304 1.265 98.428
13 .216 .898 99.327
14 .136 .568 99.894
15 .025 .106 100.000
16
2.623E-16
1.093E-15
100.000
17
2.410E-16
1.004E-15
100.000
18
1.770E-16
7.377E-16
100.000
19
1.065E-16
4.437E-16
100.000
20
8.010E-17
3.337E-16
An International Double-Blind, Peer Reviewed, Refereed Open Access Journal - Included in the International Indexing Directories Page 29
21
- 1.037E-18
- 4.322E-18
100.000
22
- 4.129E-17
- 1.720E-16
100.000
23
- 6.788E-17
- 2.828E-16
100.000
24
- 4.924E-16
- 2.051E-15
100.000
Extraction Method: Principal Component Analysis.
It is ambiguous in interpreting the factor if in the component matrix some of the items load on two or
more factors. We therefore rotate the initial factor solution to identify a clear factor pattern. The
correlation of each variable with each factor is indicated by the component matrix. For rotation, we
use Varimax method as it is the most common method used to rotate the component matrix. The
Rotated component matrix is presented in the Table 5.
Table-5: Rotated Component Matrixa
Component
1 2 3 4 5 6
Spoken .975 .020 -.104 -.132 .030 .055
written -.100 .012 .333 .882 .131 .171
effectiveness .042 .981 .065 .009 -.026 .085
Integrity -.053 .058 .973 .162 .034 .008
Teamwork .975 .020 -.104 -.132 .030 .055
motivation -.100 .012 .333 .882 .131 .171
work ethics .042 .981 .065 .009 -.026 .085
critical thinking .693 -.062 .184 .308 -.169 -.165
Risk taking -.053 .058 .973 .162 .034 .008
An International Double-Blind, Peer Reviewed, Refereed Open Access Journal - Included in the International Indexing Directories Page 30
leadership -.053 .058 .973 .162 .034 .008
interpersonal .975 .020 -.104 -.132 .030 .055
Questioning skill -.100 .012 .333 .882 .131 .171
creativity .042 .981 .065 .009 -.026 .085
Research skill -.020 .668 -.013 -.176 .089 -.383
Problem solving -.129 .163 .280 .164 .290 .567
computer skill -.004 -.172 -.166 .170 -.519 -.351
Academicskill .311 .076 .187 .328 .623 -.149
Quantitiesskill .595 .173 .118 .103 .307 -.316
Timemanagement -.005 -.048 .007 -.028 -.017 .832
Conflictmanagement -.107 -.018 .205 -.253 .344 -.668
Respect Hierarchy .035 .245 .039 -.108 -.878 .045
Manage Digital .017 .066 -.142 .436 .537 -.111
Crossculture management -.026 -.188 -.212 .450 -.014 -.161
• Extraction Method: Principal Component Analysis.
• Rotation Method: Varimax with Kaiser Normalization.
MANAGERIAL IMPLICATIONS
The result of factor analysis identifies six factors expected by the corporate among graduates in terms
of soft skills. The six factors are name as Social skill, Explorative skill, Professional skill, Navigational
skill, People Management skill and Decision making skill.
The first factor namely social skill will help the graduates to communicate and interact with each other
and also facilitate in increasing the Quality of life. The second most important factor is Explorative skill
which the corporate trainer always look into as it helps in developing Lateral and critical thinking. The
third factor is Professional skill which is utmost important for the graduates as it aims to develop
leadership and time management skill. The forth factor explored by the current study is Navigational
skill which emphasis on open-mindedness to new task and new challenges.
The fifth factor expected by the corporate is people management skill followed by decision making
An International Double-Blind, Peer Reviewed, Refereed Open Access Journal - Included in the International Indexing Directories Page 31 CONCLUSION
After hard skills and previous experiences the companies at present consider soft skills as very
important in the candidate’s assessment. Better decisions and challenges can be faced in long run with
effective soft skills .These are especially important skills in the workplace.
The need for teaching and learning soft skills has gained less importance in education which has to be
changed eventually. The challenge lies in communicating the significance and consequence of
educating the whole person through the teaching and learning of soft skills.
It’s time for us to reconsider our precedence in education and recognize that Soft skills are key for
success.
REFERENCES
BOOKS
Developing Soft Skills by Robert M. Sherfield, Rhonda J., Patricia J. Moodi; Cornerstone Publications
Effective Business Communication by Murphy; The McGraw Hill Company, 7th Edition
JOURNALS
Jelphs, K. (2006). Communication: Soft skill, hard impact? Clinician in Management, 14, 33-37
John, J. (2009). Study on the nature of impact of soft skills training program on the soft skills
development of management students. Pacific Business Review, 19-27.
INTERNET RESOURCES
1. Wikipedia: www.en.wikipedia.com
2. www.softskills.com
3. www.softskillsindia.com
