CIPD: Feedback fosters development of negotiating know-how

Coaching by line managers and feedback from leaders maximise the results of training in communication and influencing skills, it has been suggested.

The Chartered Institute of Personnel and Development's (CIPD) learning and development advisor, Martyn Sloman, noted that many managers assume such skills are honed on the job, through experience.

Citing the results of new research published by Felstead and Green, entitled 'Skills in Britain', Mr Sloman explained that "two key clusters of skills" are rising in importance in the workplace.

"One of those, broadly, is IT skills and the second is influencing skills," he remarked.

"These are softer skills; communication with others, negotiations, working laterally, etc."

Mr Sloman added that "the routine processing type of work" is disappearing, with employees increasingly expected to use more of their own initiative.

"Companies are trying to ensure that people get far more feedback in the workplace and coaching from individual line managers is increasing," he concluded.

The CIPD representative's observations follow this year's Grad Facts research, published by the Guardian, which identified "ongoing training" as a significant consideration for graduate jobseekers.

When asked to grade themselves on a range of skills and attributes, respondents involved in the research rated themselves highly on their ability to take the initiative but less so on "business awareness" and numeracy.