USING AND DEVELOPING EMPLOYEE SOFT SKILLS IN AN ORGANIZATION WITHIN THE FRAMEWORK OF GENERATIONAL THEORY

Abstract

This article examines the application and development of employee soft skills within an organization, considering generational affiliation. The generational theory of Neil Howe and William Strauss suggests that generations are formed under the influence of various environmental factors, suggesting that different generations will have different values, views, and attitudes toward themselves, others, and work. Modern organizations operating in a highly competitive market environment require coordinated work of employees who may represent different generations. Therefore, the challenge for management is to effectively utilize not only employees' hard skills but also their soft skills, which largely determine the success of collaborative work to achieve a competitive advantage. The purpose of this study is to determine the level of soft skill development among employees based on generational affiliation. The scientific novelty of this study lies in identifying the relationship between employee soft skill development and generational affiliation and developing recommendations for collaborative work. Currently, the Baby Boomer, X, Y, and Z generations are considered part of the workforce. Some generations are more developed in certain soft skills, while others are more developed in others. Management's task is to properly coordinate the work of all generations, especially in project-based and teamwork, without which it is difficult to achieve success in innovative activities that create a competitive advantage for an organization. Management also needs to create conditions for the development of employees' soft skills within the organization and conduct training and coaching for the personal and collective growth of employees within the organization.