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The Essential Skills of a Market Research Analyst

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In today's competitive global economy, market research is an essential tool. It's what helps entrepreneurs refine their startup ideas to have the best odds of success. And it's also what established businesses use to explore the viability of new products and services. In short, modern businesses rarely make a move without doing market research first.

That makes the skills of market research analysts quite valuable in today's job market. But learning how to be a market research analyst isn't as straightforward as you might think. And that's because it's a discipline that's part science and part art form – meaning you'll need to develop a diverse skill set to be good at the job.

Here are the essential skills of a market research analyst.

Data Analysis Skills

At its heart, market research involves the collection of large amounts of data , which you then mine for useful insights about a given line of business or industry. And that means that data analysis is the most important part of the job of a market research analyst.

Specifically, market research analysts must understand four specific data analysis types, which are:

Descriptive Data Analysis – Techniques to organize and categorize historical data to identify existing trends. This is often used to quantify the results of past business practices in raw terms (like the number of sales, products manufactured, site visits, etc.).

Diagnostic Data Analysis – Techniques to compare data sets that help identify causal relationships. For example, if a descriptive analysis revealed increasing sales over a given period, a diagnostic analysis would seek the reason for the change (such as a marketing campaign, a price change, or an external trend).

Predictive Data Analysis – Techniques that use existing data to forecast future trends and outcomes. This often involves complex mathematical models and the application of machine learning algorithms to extract meaningful predictions from available data sets.

Prescriptive Data Analysis – A more advanced form of predictive analysis, prescriptive analysis attempts to forecast potential outcomes that result from hypothetical changes to business practices. An existing business might use this to determine if ending production of a particular product might have unintended consequences, or if the launch of a new product might make others redundant.

Data Collection Skills

Even though market research analysts often work with data that businesses already have on hand, they're frequently called upon to collect new data, as well. And that means they need to be skilled in a variety of data collection techniques, too. These include:

Interpersonal and Interview Skills – Market research analysts often use focus groups and customer interviews to collect specific data to use in their work. But getting usable data means having a high level of interpersonal skills and interview skills . This is critical to extract usable information that's free of potential biases.

Survey Creation – Market research analysts must know how to create scientifically valid surveys to focus in on the information they're hoping to gather. They also have to be familiar with using form builder software to create and publish digital versions of the surveys they create.

Data Curation – This refers to the skills needed to manage collected data and distill it down to what's useful for market research purposes. In other words, it means knowing how to eliminate irrelevant data and prepare what's left for the process of market research.

Communication Skills

One of the major purposes of market research is to uncover business insights that inform strategy. But data alone isn't always enough in a business context. And that's why a market research analyst needs strong communication skills , too. This allows them to communicate the significance of their findings to stakeholders, who may then use them in their decision-making processes. Without those skills, they'd be unable to function effectively within a business's hierarchy.

Data Visualization Skills

In addition to communication skills, market research analysts must understand how to create compelling data visualizations that aid in communicating their findings to others. Data visualizations are graphic representations of datasets, aimed at highlighting relevant trends or takeaways from the data. They make it possible for stakeholders without a background in data analysis to see and understand the work that a market research analyst does.

Knowledge of Human Behavior and Psychology

Since the role of a market research analyst is to understand how consumers will act and react to products, services, and business strategies, they need a deep understanding of human behavior and psychology. This is because market research doesn't always yield clear answers to every business question. And that's where the role of a market research analyst comes much closer to being an art form than a science.

Market research analysts have to use their knowledge of psychology to design appropriate investigations that will yield useful insight. This means they need a sharp sense of intuition and insight into consumer behavior. Otherwise, there would be no way to narrow down possible areas of inquiry. The knowledge provides valuable context and allows the market researcher to make baseline assumptions that guide their work.

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The Bottom Line

At the end of the day, the role of a market research analyst revolves around data. And that's what makes data analysis skills so crucial to the job. But unlike the role of a data scientist , a market research analyst must also know how to collect useful data through field research and direct consumer contact. They also have to understand the mind of the consumer. In other words, they must know their subjects as more than just raw numbers and data points.

All these skills allow market research analysts to provide the valuable insights that modern businesses now depend on. They reduce the number of costly errors that businesses make when they approach decisions without the appropriate information. And they deliver better and more relevant products and experiences to consumers. That said, it should be no wonder that market research analysts are so in demand in today's job market. And now you know exactly what skills to develop if you want to be one of them.

About the Author

Philip Piletic closely follows the impact of technology on education, and its evolution from traditional to modern methods that include e-learning, courses, gamification, and others. He has also helped the Sydney-based IT & Business school in developing their IT courses.

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Top market research analyst skills for 2024

Market research is a rapidly evolving space. Artificial intelligence is completely reshaping what’s possible, by who and the skills researchers need to bring the most value to their work and themselves. With the help of findings from the 2024 Qualtrics Research Trends report, here we look at the major trends in a changing landscape, and the skills that are most in demand.

The market research landscape in 2024

In a growth-obsessed business world, good market research is the key to responding fastest, creating a competitive advantage and converting potential into success.

And today, fueled by artificial intelligence (AI), the world of market research is evolving at an unprecedented rate.

It’s no surprise that, according to the latest Qualtrics Research Trends report , the value of good research is higher than it has ever been. It’s equally unsurprising that investment in market research is very much on the rise.

Every year, we ask thousands of researchers from across the globe about their experiences to understand how the market is shifting and create the annual Qualtrics Research Trends report. Here are the four main trends we discovered for 2024.

1. Succeeding in the AI revolution is paramount

As sophisticated AI has become an accessible, everyday tool for workers and businesses, its application to market research – generating rich insights from mountains of qualitative and quantitative data in the blink of an eye – has become abundantly clear.

AI has lept from a helpful tool to an integral component of market research, and it’s reshaping the research landscape.

We’re seeing it used to analyze multi-source (qualitative and quantitative) research to generate insights, transform raw findings into marketing strategies, and drive new efficiencies through AI-driven survey reviews that are preventing data-damaging question types or structures.

Our research found that 47% of researchers globally are already using AI in their day-to-day work, and 92% are confident that they understand how to apply AI to research activities. Despite the ‘AI will steal your job’ narrative persisting, most researchers (87%) feel overwhelmingly strong about their job security.

Market research is ripe for AI innovation; it’s an ideal starting point for companies to see what AI-fueled innovation looks like. The race is now focused on how to leverage AI tools to generate the best results.

2. Digital qual is taking over

Digital qualitative research has fast become a popular route for researchers searching for deeper, more nuanced feedback from more people in a cost-effective way. In fact, 87% of researchers say that most or an equal amount of their qualitative research is currently conducted remotely or online vs. in-person.

But how did we get here? There are two key trends that have driven this transition.

On one hand, conducting comprehensive research via traditional methods, like in-person focus groups and large-scale surveys, has become a pain point for market research analysts – it can be slow, labor-intensive and expensive. On the other is the COVID-19 pandemic, which forced researchers to adopt digital-first approaches out of necessity – and saw consumers accept digital interactions as standard enmasse.

As digital qualitative technology evolves at a rapid pace, market research teams are retooling and restructuring to embrace both in-person and online research methods as the demand to collect data in a contactless, remote way grows.

Our research shows that cost effectiveness is the primary benefit of digital qual, but there are many more: increased geographical diversity, faster time to insights, increased accessibility and better reach of target audience are the other key drivers.

3. Data quality is becoming even more important

Behind every good decision lies good quality data – this has always been clear, but as consumers and technology evolve, it has become increasingly difficult to capture.

AI’s impact on market research is immense but it’s not necessarily all positive: it’s no coincidence that rising issues with quality data have coincided with the rise of generative technology like ChatGPT. 43% of respondents in the 2024 Qualtrics Research Trends report say identifying and/or preventing AI-generated responses is a challenge when collecting data using online providers.

But there’s a flip side to this issue, and AI is of course at the center of it once again. While data quality is at risk from AI, it can also be maintained and improved by it. AI can be used to automatically flag issues, like respondents who completed surveys too quickly or open-ended questions that contain nonsensical answers, and intelligently comb through thousands of data points far more efficiently and effectively than a data analyst can.

However they get there, the organizations that prioritize a relentless pursuit of data excellence will be best prepared to make strategic, data-driven decisions.

4. The skills gap is widening

While we’re definitely seeing market researchers adopt AI and learn new AI-focused skills, the pace at which they’re developing these skills is lagging behind the speed at which the technology itself is evolving. According to our data, a third of researchers globally say they outsource projects because their teams don’t have the research skills to manage them internally.

Although AI appears to be widening the skills gap, yet again it can also be the solution to it. Skills development can’t come without the capacity to learn, and AI-powered automation can take on repetitive manual tasks better than ever before – freeing up valuable time for upskilling.

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5 market research skills organizations are prioritizing in 2024

The research industry is in a state of significant change. We’re seeing a rapid adoption of new technologies, which is in turn reshaping the skills required for success.

But while new skills are highly valuable, it’s important to not neglect the timeless skills that will be sought after in current and future market research analysts.

As we delve into the top five research skills organizations are prioritizing in 2024, we recommend that you complete a quick skills audit. Determining where your strengths and weaknesses are, what you know and what you don’t, will give you the clarity to understand how you can become a more well-rounded – and employable – researcher or market research analyst.

Starting this list with what is now arguably the most crucial skill today.

AI is being applied at all stages of the research lifecycle, from quality assurance checks on surveys to spot biases to data cleaning, analyzing video from in-person qualitative research to creating highlight reels and shareable results. So, while broadly having good “AI skills” is certainly the way forward now, in the very near future the onus will be on specializing in specific components of AI-driven research.

Our recommendation is that you infuse AI into everything you do and go from there. The exponential growth of data and advanced AI tools makes knowing and understanding them essential for staying competitive in a data-driven market.

Safe to say, nothing is more central to career growth in market research right now than knowing how best to apply AI.

Statistical analysis skills

From new skills to those that will always be in demand.

Statistical analysis skills comprise the likes of statistical modeling, data collection strategies, data visualization and presentation, reconfiguration, Excel, R, SAS, Python – the list goes on. A timeless necessity, solid statistical techniques create the ability to interpret and manipulate data, and identify patterns and trends. In the Big Data era, the ability to distill meaningful information from vast datasets is more critical than ever for effective decision-making.

As researchers and organizations double-down on technologies, honing your statistical data analysis skills as a foundational competency can truly set you apart.

Digital qualitative skills

As digital qualitative research takes center stage, the broad collection of skills required to maximize it have become highly sought after.

Digital qualitative skills encompass designing, conducting and analyzing data from online interviews, focus groups and various other digital qual methods. It’s an umbrella term that also includes prospecting, designing research programs, crafting proposals, managing relationships and identifying target audiences. The main complexity, however, is that all of these skills must of course be done remotely.

A significant portion of researchers (36%) report difficulties in establishing the same level of rapport with participants online as in face-to-face settings. From communication skills to critical thinking, and becoming well-versed in all things consumer behavior, developing the core competencies to mitigate the challenges of online-only interactions is essential for any market researcher.

Data integration skills

This one is particularly important for modern organizations using digital technologies for market research. Data integration, on any research project, can be very complex – especially if market researchers are pulling and interpreting data from multiple sources.

Data integration skills are also essential for closing experience gaps, something that every organization is prioritizing.

The best researchers have a thorough understanding of how to extract information and combine data sets without compromising data quality. They’ll also understand how to structure APIs, use spreadsheets, model data, use statistical analytics programs and coding languages, and more. Of course, with newer market research platforms, much of this can be done with ease.

Automation skills

Automation has become vital in streamlining market research.

Automation skills enable researchers to use AI and machine learning for tasks like data analysis and report formatting, freeing them up for more strategic work. By mastering automation, researchers are better positioned to adapt to new trends and methodologies, ensuring their work remains relevant and impactful.

Developing automation skills isn’t just about understanding and using tools; it’s about reshaping the role of the market researcher to be more efficient and adaptable, and creating capacity for in-depth market research analysis and strategy development.

The importance of getting the basics right

In the fast-evolving field of market research, where cutting-edge technologies and advanced technical skills are often spotlighted, the importance of mastering the basics can’t be overstated. The foundation of effective market and marketing research lies in getting the basics right.

It's essential to not lose sight of fundamentals like survey best practices, interview skills and well-researched questions. These basics are the cornerstone of accurate data collection and ensure the clarity and relevance of the research. They are vital for engaging the right audience and for the effective analysis and interpretation of data.

While advanced technologies and skills are crucial, they should enhance, not overshadow, the foundational aspects of market research.

Embracing platformification in market research in 2024

In today's fast-paced market, having the right technology is crucial, just as much as having the right skills. The future of market research is "Platformification”, integrating various tools into a unified platform. This approach isn't about accumulating disparate solutions; it's about creating a cohesive system that enhances the capabilities of researchers at all skill levels.

Platformification streamlines research methods , data sources and analytics into a single, accessible platform. It allows for quick sharing of insights through tailored dashboards, offering both basic and complex analyses suitable for different roles.

For market researchers, this shift is transformative. It elevates their role from being reactive data analysts to proactive strategists, enabling on-demand insights and strategic recommendations across the buyer’s journey.

While fundamental research skills remain essential, platformification can expand the researcher's value and the impact they create.

How can we help

In a highly competitive business world – with disruptive new entrants more empowered than ever before – researchers need smarter, faster research solutions to stay ahead of the game.

Qualtrics® Strategic Research is an end-to-end research platform that brings together both quantitative and qualitative methods and AI-powered analytics to uncover insights at scale.

• Collect, analyze, share and act on insights from a variety of qualitative methods, including video feedback, video diary studies and in-depth interviews
• Leverage pre-built customisable projects, programs and dashboards
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• Easily build profiles, segments, and proprietary panels and reach out on the right channels through personalized targeting

Aaron Carpenter // Experience Management Content Strategist

Aaron is a highly skilled and accomplished content strategist specializing in experience management. With a keen understanding of the ever-evolving landscape of digital content, Aaron brings a unique perspective to the art of crafting engaging and impactful experiences for users.

Will Webster // Co-founder at interlude

Will Webster is the co-founder of the employee wellbeing tool Interlude. With over decades of experience writing for some of the largest brands, he is a skilled copywriter passionately writing in his free time.

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11 Essential Soft Skills In 2024 (With Examples)

Updated: Apr 20, 2023, 2:00pm

Table of Contents

What are soft skills, 11 essential soft skills that employers value, frequently asked questions (faqs).

In today’s fast-paced world, success in the workplace requires more than just technical expertise and knowledge. As the nature of work continues to evolve, it is important for individuals to possess attributes and abilities that allow them to collaborate with teams and colleagues—otherwise known as soft skills.

From communication and collaboration to adaptability and problem-solving, soft skills are the foundation of effective teamwork and organizational success. In this article, we will explore 11 critical soft skills examples that are essential to workplace success and why they are becoming more important than ever before.

Soft skills—also known as “people skills” or “interpersonal skills”—are a set of personal attributes and abilities that allow individuals to effectively interact with others in a professional setting. At their core, these include the ability to collaborate effectively, manage time and communicate with clarity, among others.

Soft skills are difficult to measure or quantify; however, they are essential for success in a wide range of industries and professions. Whether you are working with colleagues from diverse cultural backgrounds or communicating with customers and clients around the world—the ability to navigate complex interpersonal dynamics and build strong relationships is the key to success.

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Here’s a look at the essential soft skills that companies value the most.

1. Communication

Effective communication is essential to build strong relationships with colleagues, clients and stakeholders. Not only does this involve the ability to convey messages in a clear and compelling way, but also the ability to understand the needs of others and respond to feedback. Employers want people who can build professional relationships with colleagues, which is especially important when working with teams.

Communication is often evaluated in the workplace through informal feedback, such as verbal or written comments from colleagues and supervisors. An alternative method is a formal evaluation or assessment. The ability to communicate effectively is often considered a critical component of professional success, and is highly valued by employers in a wide range of industries and professions.

Here are some examples of communication skills:

• Active listening
• Verbal communication
• Nonverbal communication
• Written communication
• Presentation skills

2. Leadership

A good leader has the ability to inspire their team to achieve greatness. They are able to set a clear vision, communicate it effectively and create a culture of accountability and excellence. More importantly, they’re able to inspire and influence team members to achieve shared goals and objectives.

The ability to lead effectively is often considered a critical component of professional success, and is highly valued by employers in a wide range of industries and professions. Because most employees work in teams, leadership is widely recognized as a critical attribute for success in the modern workplace.

Here are some examples of leadership skills:

• Problem-solving
• Coaching and mentoring
• Strategic thinking

3. Teamwork

Teamwork involves the ability to work with others toward a shared goal. It requires communication, collaboration and a shared commitment to work in a group. Individuals who are able to work collaboratively with others are more likely to achieve their professional goals, and to contribute to the success of their organizations.

In a professional setting, good teamwork can help to foster creativity and innovation because it encourages members to share ideas, brainstorm new solutions and collaborate on new initiatives. Working as part of a collaborative team can also enhance job satisfaction and contribute to a positive work environment.

Here are some examples of teamwork skills:

• Conflict resolution
• Accountability
• Collaboration

4. Creativity

Creativity involves the ability to think outside the box and come up with ideas that challenge assumptions. Needless to say, it requires a mindset of curiosity, risk-taking and a willingness to embrace ambiguity and uncertainty.

On another front, creativity is essential for effective problem-solving, meaning it allows individuals to tackle issues from new and different angles. Creative individuals also give organizations a competitive edge by enabling them to develop new products and systems that set them apart from their competition.

Here are some examples of creative skills:

• Brainstorming
• Imagination
• Experimentation

5. Time management

Time management involves the ability to set priorities, organize tasks and allot time across different activities. It requires discipline and a willingness to avoid distractions and low-priority tasks.

Naturally, good time management skills can help individuals avoid the stress and anxiety that can arise from missed deadlines. But more importantly, those who can manage their time effectively are more likely to be seen as reliable and efficient, which allows them to stand out in the workplace.

Here are some examples of time management skills:

• Goal-setting
• Time blocking

6. Adaptability

In today’s rapidly changing business landscape, adaptability is a key soft skill that enables individuals to stay ahead of the curve. An employee with this skill can adjust to changing circumstances, for example, and learn new skills and technologies to remain relevant in the workplace.

Because it’s impossible to avoid unexpected challenges, having adaptable employees allows organizations to bounce back from setbacks much faster. Plus, they can also read situations quickly and adjust their approach to adapt based on the situation.

Here are some examples of adaptability skills:

• Flexibility
• Growth mindset

7. Problem-solving

Problem-solving involves the ability to come up with alternative solutions. This skill is crucial to identifying and addressing complex challenges and opportunities in a variety of contexts.

Problem-solving also makes it easier to make more informed decisions because employees are able to analyze situations and identify the best course of action. As a result, teams are able to get more done in less time.

Here are some examples of problem-solving skills:

• Critical thinking

8. Work ethic

Work ethic demonstrates an individual’s commitment to their job. Having a strong work ethic makes you seem more reliable and dependable, which improves your credibility in the workplace.

There are a lot of ways to demonstrate a strong work ethic. Some examples include arriving on time for meetings, meeting deadlines consistently and being accountable for your actions. If you encounter any challenges in the workplace, you should also maintain a positive demeanor and adapt to changing situations.

Here are some examples of work ethic skills:

• Punctuality
• Reliability
• Professionalism

9. Critical thinking

Critical thinking enables individuals to approach problems and challenges with a strategic and analytical mindset. When making informed decisions, this skill allows you to weigh available options and consider potential outcomes.

A critical thinker can evaluate the strength of arguments and identify flaws in reasoning. They consider multiple perspectives, which makes them more likely to pinpoint the short-term and long-term consequences of their decisions. Additionally, they can also identify the root cause of a problem and generate multiple solutions.

Here are some examples of critical thinking skills:

• Deductive reasoning

10. Conflict management

Not every employee can get along with colleagues every time. As a team tackles obstacles, conflict and opposing ideas could arise every now and then.

Conflict management is the process of addressing disputes or disagreements in a constructive and effective manner. Often, this requires good communication skills, active listening, empathy, negotiation skills and a willingness to collaborate and find common ground.

When managing conflict, it is important to identify common goals and interests for all parties involved. This can help to establish a sense of unity and collaboration, and even lead to better outcomes for everyone involved. Being open to different ideas and perspectives can also make individuals feel motivated to work towards resolution.

Here are some examples of conflict management skills:

• Negotiation

11. Emotional intelligence

Emotional intelligence refers to the ability to recognize and understand one’s own emotions and those of others. In today’s collaborative work environments, this skill enables employees to navigate complex social dynamics and work effectively within teams. It also allows them to provide constructive feedback in a way that is sensitive to the emotions of others, leading to more successful outcomes and stronger relationships.

Effective leaders often have the ability to motivate others and navigate challenging situations with grace and empathy.

• Self-awareness
• Social skills

Bottom Line

In the modern workplace, employers seek candidates who possess technical expertise and soft skills that enable them to thrive in a collaborative work environment. Soft skills such as communication, teamwork, creativity, adaptability, problem-solving, work ethic, critical thinking and conflict management can be developed and honed over time. While it is important for individuals to continue to build their technical expertise, developing soft skills can ultimately set you apart in the workplace and lead to long-term success.

What are the 10 soft skills most desired in the industry?

The 10 most desired soft skills in the industry can vary depending on the specific job or industry. However, they generally include communication skills, teamwork, leadership, time management, adaptability, problem-solving, critical thinking, work ethic, creativity and emotional intelligence.

What is the most important soft skill?

Picking a single most important soft skill is difficult, because its importance can vary depending on the job or industry. However, most organizations consider communication skills as one of the most crucial skills essential for success in most workplaces and industries. Strong communication skills can improve relationships with colleagues, clients and customers, facilitate collaboration and teamwork, and enhance overall job performance.

What are employability soft skills?

Employability soft skills are a set of nontechnical skills that are highly valued by employers. Not only can they contribute to an individual’s workplace success, but they can also be applied in a variety of job roles. Some common examples of soft skills include communication, teamwork, problem-solving, adaptability and initiative.

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Five Market Research 'Soft Skills' You Can Nurture During the Pandemic Shutdown

by Infotools on 08 Apr 2020

We’ve pulled together advice, insights and musings, along with new thoughts from our team to give you five important market research skills to think about and develop.

Adapting and navigating our “new” way of life has been challenging, to say the least. As market researchers, many of us see our daily jobs shift to an increasingly digital format, including changing the ways we connect with respondents, collect and analyze data, and present insights. As we find ourselves settling into a rhythm, our workdays and personal lives may look very different from our “pre-pandemic” schedules. If there’s one thing this global shutdown has allowed us to do, it’s to rethink our priorities and areas of focus.  

We’ve pulled together advice, insights, and musings from some of our past content, along with new thoughts from our team, to give you five important market research skills to think about and develop during this time. While these are essential to our jobs as researchers, the truth is that we may have been neglecting them during the frantic pace of life. As this pace slows and changes, here are soft skills to consider nurturing in your own work: 

Always a favorite subject of ours, we’ve written a lot about finding ways to tap into this innate human trait. In fact, it may have been your sense of curiosity and excitement surrounding learning new things that made you enter your career in market research in the first place. We love the insights that Evette Cordy, author of “Cultivating Curiosity,” shared with us on the topic. This is a skill that can directly impact our jobs and the value we bring to the table. Rebecca Brooks of Alter Agents said: “a curious researcher who truly understands their client’s needs will deliver something unexpected and powerful.”

Adaptability:

We’ve all had a crash course in this particular skill lately, haven’t we? In fact, our ability to adapt to different clients, situations, timelines, and pressures was a vital component of success in market research even before the COVID-19 pandemic. As in-person meetings have moved to video calls, and things like qualitative research have explored digital connections with respondents, adapting is the name of the game. Our EVP, John Bird, says that the shifts we’ve made to accommodate the crisis can be translated to game-changers in the way we deliver insights. We’re going digital already, so explore new ways of doing things like moving away from “death by PowerPoint” to “slick interactive reporting tools that are fun.”

Storytelling:

This age-old skill will never fall out of favor. In fact, it is becoming more and more important in the age of information. Try your hand at some of the more interactive and dynamic tools, as John says above, to uncover the stories the data is telling you and your clients. In our paper, “ What does it take to become a successful market researcher ,” Lisa Wilding-Brown of InnovateMR said that being a good storyteller is key. “At the end of the day, if you are great with numbers, great with data, and then you fall short of articulating all of it into a meaningful message for your constituents, it is all a waste.”

Leadership:

In times of uncertainty, many people seek guidance from others. If you are looking for increased responsibility in the workplace, now is the perfect time to shine. As organizations - and individuals - may be struggling to find their way, this may be your moment to speak up and bring new ideas to the table. Don’t wait for others to take a leadership role; use this opportunity to make your voice heard. If you are already in a leadership role in your organization, take time to focus on essential skills such as making a positive difference in the lives of those you manage. During a crisis, this is very important as your acknowledgment of professional and personal challenges at this time can go a long way in building morale and keeping people productive.

We just wrote about the importance of this trait on our blog. When emotions are high and uncertainty reigns, a little bit of understanding and empathy can go a long way in the face of a crisis. Not only is this the right thing to do, but empathy for our respondents in market research can also have a positive impact on data quality. We want to understand what people are doing and thinking, and why they are behaving in a certain way and how they are feeling. Uncovering this depth of insight requires empathy. Putting insights into action, with empathy in mind, can help to build relationships, promote positive behaviors (like purchases) and boost loyalty. Tap into and nurture your empathetic side; it will serve you well in the consumer insights work you are doing.

Paul Neto of blockchain company Measure Protocol, also a contributor to our “successful market researcher” paper, said that it is a “willingness to take risks and experiment with new approaches that can spell success.” We invite you to experiment with your market research “soft skills.” It may feel a bit out-of-character or uncomfortable, or it may feel like coming home to something you may have forgotten about while keeping up with the demands of your daily schedule. You won’t be sorry!

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6 Key Market Research Skills for 2021

It’s that time again, when we begin to focus on the coming year and what it may have in store. One area that saw remarkable shifts in 2020, both in challenges and opportunities, is market research. For a peek at the future, we reached out to several leading market researchers and insights professionals and posed the question: What’s one skill or area of expertise you want to focus on developing in 2021, and why?

Not surprisingly, some are focused on how doing everything online has generated more and more data— good news but in some ways challenging news, too, as competition for stakeholders’ attention grows fiercer. To increase the influence of research findings on business decision making—which maximizes the research ROI and benefits everyone—it’s necessary to break through the noise and keep stakeholders engaged. And, of course, more time spent online also opens more and different opportunities to engage with customers and prospects.

Another trend is the power of human creativity in extracting meaning from data. Technology can only take us so far, in both gathering and analyzing data. Human learning continues to be critical, along with our unique ability to use stories to find and share meaning.

And because everything old eventually becomes new again, we see renewed attention to a foundational market research skill: the art of the interview.

Check out the top skills and areas of expertise that six market research leaders plan to focus on in 2021.

Omnichannel Strategies

Jerry Han, Chief Marketing Executive at PrizeRebel , is focused on omnichannel technology and marketing. According to Han, as more large companies and brands are making effective use of omnichannel strategies in their marketing and brand awareness plans, it has become practical to use an omnichannel approach in data gathering for market research.

Knowledge in omnichannel technology and marketing is a crucial skill to master in 2021. Omnichannel market research targets all possible places where the audience possibly hangs out, including in-store, digital, or mobile platforms to give a more comprehensive outlook on the target market…[It’s] a relatively new concept, but it shows massive potential in reshaping data gathering for marketing campaigns.

Deeper Analysis and Experience Management

Michelle Diamond, CEO at Elevate Diamond Strategy , is emphasizing deeper data analysis (as opposed to more data collection) to maximize value from the plethora of data being generated. She also sees opportunities in experience management, which helps companies capitalize on opportunities and mitigate problems before they occur.

The world is going even more online than we were before and the need to make better sense of all this additional data is crucial. In addition, companies are more sensitive now to anticipating problems beforehand, as reacting to problems later can be costly from a financial and reputational standpoint.

Both these trends highlight the value in—and the need to—act on insights in real time. Businesses have treasure troves of data, and uncovering actionable insights from that data will help them mitigate risk and deliver positive customer experiences. 

Data Triangulation

Speaking of acting on insights in real time: Andria Long , Growth & Innovation Advisor, says the key to differentiation is being able to learn and act faster. She considers the most important skill for the insights professional to be data triangulation : uncovering and synthesizing connections across multiple and diverse data sources.

At the end of the day, everyone has access to the same data…converting data into insights is critical. The ability to see what’s NOT there and make something happen is essential with accelerated industry transformation, growing volumes of data, and rapidly evolving consumer preferences.

She goes on to note that it’s human learning that enables insights professionals to stay relevant and continue growing professionally in an era of machine learning.

In addition to data, we need to gain insights from observation, experience, reflection, and reasoning and make recommendations to drive growth.

Back to Basics: Interviewing Skills

According to Colin Palfrey, CMO at Majesty Coffee , everyone should be honing the skills needed to interview customers and others in their target audience. Good interview skills have become more important than ever with many people working remotely, as the dynamics of interviewing virtually are different than interviewing in person: 

Everything has changed in the last eight months, and if you want your business to thrive, you need to be in touch with your audience. I’ve found that actual interviews are so much more efficient than surveys. When you interview someone, you can understand the context a bit more and ask follow-up questions.

Storytelling

One evergreen challenge for market research professionals is communicating insights to stakeholders in a way that sticks and drives action. With researchers and stakeholders working remotely or in different locations, keeping stakeholders engaged and interested is more important than ever. Organizing data and research findings into meaningful stories is a great way to hold stakeholders’ attention and make an impact.

Bruce Harpham , Marketing Consultant, is getting serious about developing his storytelling skills.

I gather a lot of data, quantitative and qualitative, while working with clients. Without a story to organize all this data, it is nearly impossible to remember insights and improve.

To build his storytelling chops, Bruce is reading (Wired for Story: The Writer’s Guide to Using Brain Science to Hook Readers from the Very First Sentence by Lisa Cron) and writing (participating in National Novel Writing Month).

Activating Insight

In addition to conveying insights through stories, researchers can increase their influence by tailoring their insights delivery to stakeholders and getting creative with the formats of their presentations. 

Chris Martin, CMO at FlexMR , is considering the stakeholder’s perspective and says it will be vital, through 2021 and beyond, for research professionals to get better at activating insight.

The explosion of research and analysis technology of the past decade has given stakeholders access to an increasingly complex data landscape. Research professionals need to find new ways and new skills to help grow the influence of research conclusions.  Ensuring that findings have an impact on business decision making means competing for stakeholder attention in a competitive environment. Creativity, strategy and storytelling will all be essential components—applied in original and inventive ways to maximize stakeholder engagement.

Hopefully, 2021 will hold fewer surprises than this year, less disruption and urgent adaptation and more smooth sailing while we learn to leverage some of the skills and processes that emerged in 2020. But whatever 2021 has in store, developing the skills and areas of expertise above can help research professionals be agile and act as strategic advisors for their stakeholders. 

We see the future of market research as exciting as it’s ever been, and we want to thank the research and insights professionals who helped us take a look at what lies ahead.

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Home / Online Bachelor’s Degree Programs / Online Bachelor of Science in Marketing Degree / Marketing Careers for Bachelor’s in Marketing Graduates / How to Become a Market Research Analyst: Steps and Skills

How to Become a Market Research Analyst How to Become a Market Research Analyst How to Become a Market Research Analyst

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An increasing number of companies across varied industries rely on market research and statistical data to make informed decisions and carry out effective plans. This has made the market research analyst role indispensable in many organizations.

Students who are interested in entering the profession should know that educational investment is crucial. In addition to  earning the right degree  to become a market research analyst, they also need to develop the right set of skills and gain sufficient working experience.

What Does a Market Research Analyst Do?

Market research analysts help companies understand target markets. They do this through in-depth studies of market trends, market conditions, consumer buying behaviors, and other related metrics. Having a comprehensive understanding of these areas allows companies to devise the right products and identify which consumers are likely to purchase those products at certain prices. Market research analysts may accomplish this through questionnaires, interviews, and market analysis, among other strategies. These professionals are also skilled in researching and analyzing competitors.

Market Research Analyst Degree Path

Market research analysts are vital to helping a business target the right consumers and optimize growth strategies. Earning a degree in marketing, business analytics, or a related field can help individuals on their path toward becoming a market research analyst. Gaining professional experience and honing the skills that are considered fundamental for the role are also important.

Collectively, these steps can equip individuals with a foundation in the necessary skills and knowledge to be successful in the career. Just as importantly, they can help individuals understand how best to apply what they’ve learned to an individual company’s goals.

Market Research Analyst Education Requirements

Typically, the market research analyst role requires a minimum of a bachelor’s degree. There are a number of relevant undergraduate degrees, with the most useful offering a deeper understanding of core concepts related to market research analysis, including consumer behavior, target audience identification, and strategic planning.

Those who are interested in an advanced career in market research analysis should consider pursuing a master’s degree. This isn’t a requirement to enter the field, but some employers may prefer candidates with an advanced degree, especially for senior and managerial roles.

How to Become a Market Research Analyst

There are essential steps to becoming a market research analyst, including obtaining the right bachelor’s degree and considering a  master’s degree  for possible higher-level positions. Market research analysts also need several years of work experience to become certified as professional market researchers.

Step 1: Earn a Bachelor’s Degree

Students can begin their paths by earning a bachelor’s in fields such as  marketing ,  business administration , or  psychology . Each of these degrees, in different ways, provides valuable insights, enabling future market research analysts to assess consumer buying behaviors and preferences.

Specifically, a degree in marketing is valuable, since the coursework incorporates business theories and policies, marketing, and the study of consumer behaviors. A bachelor’s in business administration provides a foundation in financial accounting, economics, business law, and statistics. A degree in psychology, on the other hand, allows students to study human nature and behaviors from perspectives that incorporate fundamental concepts such as cognition, multiculturalism, critical thinking, and development through the lifespan.

Step 2: Build On-the-Job Experience

Advancing to the role of market research analyst usually requires at least a few years of industry experience, working in a role such as marketing assistant or account representative. This background helps gain access to greater job opportunities — such as becoming a market research analyst — as well as assists in qualifying for particular certifications. Market research analysts usually work full time, although certain job demands, such as time-sensitive marketing campaigns, may require them to work additional hours.

Step 3: Earn a Master’s Degree (Optional)

To qualify for higher-level positions, market research analysts should consider pursuing a master’s degree. There are degrees that focus specifically on market research analysis related fields, such as marketing, market research, or data analytics; however, professionals may also choose to earn a  Master of Business Administration (MBA) .

In addition to opening greater career opportunities, a master’s degree can also serve as a valuable tool in obtaining the Insights Professional Certification, or IPC. This designation is administered by the Insights Association. To qualify, applicants need to take and pass a test and possess at least three years of work experience. Certified researchers who plan to renew their credentials, which is required every two years, must complete 20 hours of continuing education.

What Skills Does a Market Research Analyst Need?

In addition to building job experience and obtaining the right education, market research analysts need specific soft skills to succeed in the field.

The ability to analyze huge amounts of data is a must, considering that research and information analysis are at the heart of the job. In terms of choosing the right marketing strategies for any given company, critical-thinking abilities also come into play.

Finally, market research analysts need exceptional communication skills. Those interested in becoming market research analysts need to develop oral and written communication skills, as the role typically involves frequent presentations and interactions with clients, team members, consumer audiences, and other stakeholders.

Market Research Analyst Salaries and Job Outlook

According to the BLS, the median salary for a market research analyst in 2020 was $65,810. Several factors contribute to precise salary levels, such as overall professional experience and the position’s location.

In addition, the BLS projects 18% growth for this job between 2019 and 2029. This rate is significantly higher than the 4% average employment growth for all other occupations over the same 10-year period. By 2029, the BLS estimates that as many as 130,300 additional market research analyst jobs will be created.

Several factors contribute to this impressive growth in market research analyst jobs. Companies are relying to a greater degree on data and research to effectively target consumers. The ability to reach the right customers, due to more effective marketing and advertising strategies, leads to an increase in business profits.

The BLS further reports that job applicants with strong backgrounds in statistics and data analysis, as well as those with a master’s degree in marketing or business administration, are likely to have better employment opportunities.

Start Your Journey to Becoming a Market Research Analyst Today

If you have a passion for understanding marketing research, statistical data, and human psychology, a career as a market research analyst might be an excellent choice.

There is no better time than now to invest in your future. Earning a degree in a field such as marketing, statistics, analytics, psychology, or business administration can be a step in the right direction to becoming a market research analyst.

Maryville University offers online  bachelor’s  and  master’s  degrees in a range of fields including  marketing ,  psychology , and  business administration . These rigorous academic degree programs are designed to fit into students’ busy lifestyles, which may include family obligations and full-time jobs.

Be brave. Take the first step today toward an exciting career as a market research analyst.

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Hard and Soft Skills Every Research Team Should Cultivate

Grayling ferguson, market research room 101: what would you banish.

This year’s Market Research Society Annual Conference was filled to the brim with insightful seminar...

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Skills can be acquired in different ways and are frequently categorised as either ‘hard’ or ‘soft’ skills. Hard skills ensure a workforce is qualified and equipped to carry out the job at hand. This type of skill can be measured and can be learned through training (in a classroom setting or on the job), are usually job-specific, and often can be evidenced via application and/or certification; for example, a medical degree, a mechanic fixing a car or a joiner fitting a kitchen. Whilst hard skills ensure the job is done, how workforces approach their clients and colleagues requires another set of skills entirely.

I am, of course, referring to soft skills. Soft skills are harder to measure, are more universal and can be applied in a wide variety of scenarios and situations. They are interpersonal skills that are more relationship focused and can include: organisation, attention to detail, leadership, multi-tasking, time management, communication and social skills – just to mention a few.

Your skills are essentially what you bring to the table in the workplace, so to have a mixture of hard and soft skills seems to be a good place to be. According to a LinkedIn study , 57% of leaders say soft skills are more important than hard skills, with leadership heading up the list.

Skills in Research

When turning our focus to market research specifically, research requires multiple skills (both hard and soft) to allow projects to run smoothly. Hard skills that come to mind are focussed around the actual application of conducting the research, so designing your research tasks and using analytical avenues to explore the results of the research, whether this be qual or quant-based. It’s easy to see hard skills as the core aspects for running research, because ultimately there is an order to the market research process and steps to follow where training and certification can be acquired.

To achieve a high standard of research, I think the key hard skills that are important for a research team to cultivate are: the ability to write research questions in a way that is consistent, interesting and necessary to obtain materials to challenge the objective(s), a level of programming that the software they are using demands to successfully present the questions and/or materials to the participants, knowledge in 1 or more analysis software packages (ideally both qual and quant capabilities), and then of course skills for a presentation software to deliver that final package to the client.

Soft skills go a level deeper and also lend themselves to aspects of the research process outside of the standard practice. For example, reaching out to clients and participants requires a level of understanding and communication that are appropriate for the research topic and relationships. Various elements of a project require organisation, time management and attention to detail – just to mention a few other skills. I am going to focus on three soft skills that I think are key for running a successful research project:

1. Time Management

As with all projects, time management is key to meeting that all-important deadline that marks the end. In market research that final deadline is usually the gateway to further discussion and decision making for the business commissioning the research. However, within the project structure, there are deadlines that ensure the next stage can begin, so for example, recruitment will close to allow the research to begin. Without discipline for moving to the next milestone, the researcher runs the risk of losing time on another aspect of the project, which could result in either cutting another area of the project short and/or running over that all-important final deadline.

Analysis is a good example of this, and is a great demonstration of why timelines are so important to assist time management of a project. Analysis of data can be approached in many different ways via a large choice of software, once a researcher gets their teeth into that qual and/or quant data it’s easy to go down a rabbit hole exploring interesting results and comments that have been collected throughout the research. However, this is where time management plays a large part in being able to maintain focus and meet those deadlines because at the end of the project the stakeholders are going to want results, whether that be a full report/debrief or workings/exec summary.

Empathy allows you to see the perspectives of others, as such it is a tool that researchers can use to get to the core purpose of the research with the client and then relay this in a coherent way to participants to get the information they need. When the hypothesis is successfully established – this mindset and understanding from the client perspective then feeds into the rest of the project build and those other hard skills we mentioned earlier.

Empathy also aids with effective communication, putting yourself in someone else’s shoes at various stages of the project will allow an ability to see different perspectives and needs. This is especially important when reaching out to participants, and even more so if they are a vulnerable group and/or the subject matter is sensitive – context is everything! As researchers we want people to open up and tell us what they really think, even better, show us what they really feel, even if this is on a sub-conscious level. To pick-up on these subtlety’s and draw out the real answer to our ‘why?’; empathy is so valuable to get that next level insight.

3. Critical Thinking

Critical thinking is a key skill to apply throughout a research project. From receiving a research brief to presenting results, each stage of the process needs to be carefully considered and executed. Take our methodology for example, to choose the correct method of running the research requires a consideration for the hypothesis, sample, timescales, budget and resources. Carefully considering all of those variables and options together is no small task.

Critical thinking probably comes into its own at the analysis and reporting part of the research project. Here, we are analysing the data to find the results and those all-important actionable insights. The researcher must pull out any insights with the original brief/hypothesis in mind, whilst also keeping an open mind for anything unexpected that comes out of the research that may be useful/impactful to the business commissioning the research. Throughout the data collection and analysis, the researcher must also be building a story to allow creation of an engaging output for the stakeholders – whilst also deciding what specific information and data to present in the final documentation. A lot to think about!

Cultivating Research Team Skills

Whilst there are some skills that lend themselves more favourably to research, there are no hard and fast rules or exclusive list of required skills research teams should have. Soft and hard skills complement each other and are equally important in a research setting because the way people think and apply themselves is different and individual. Building a team around what skills people have is important, rather than just focussing on a few core hard skills that a standard project requires.

Encouraging growth and self-progression is what research teams should cultivate to grow a team with an array or soft and hard skills that feed into each aspect of a project. Learning from experience and peer input is a great way to ensure a team has a wide variety of skills to offer clients as the skills individuals bring to a team give an enhanced quality and combined perspective. My colleague, Matthew, draws on his own personal experiences and further highlights the importance of diverse, unique experiences and interests in the way they impact and assist the way research is run in his blog .

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Online Soft Skills Training Market Size, Share, Competitive Landscape and Trend Analysis Report by Type, By Company Size, By Learner, By Application : Global Opportunity Analysis and Industry Forecast, 2023-2032

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Online Soft Skills Training Market Research, 2032

The global online soft skills training market size was valued at $7.2 billion in 2022, and is projected to reach $24 billion by 2032, growing at a CAGR of 12.8% from 2023 to 2032. Online soft skills training is the process of obtaining and improving interpersonal skills, communication skills, and other non-technical skills via virtual platforms. Soft skills are crucial in deciding success in a fast-changing professional world where the demand for well-rounded individuals is stronger than ever. This type of training uses digital technology to offer interesting and interactive learning experiences to individuals from many sectors and geographical areas. Accessibility is an important feature of online soft skills training. Individuals may access training modules at their own pace via various online platforms, breaking down geographical barriers and enabling flexibility for learners with varying schedules.

The online soft skills training market is segmented into Company Size, Learner, Type and Application.

The worldwide move towards remote and hybrid work arrangements has led to an increase in demand for online soft skills training. With workers residing throughout the world, effective communication and cooperation is more important than ever. Online platforms provide users a quick and accessible way to improve their soft skills without the limits of physical location. Virtual collaboration tools, webinars, and interactive modules enable professionals to hone their interpersonal skills and adapt to the details of distant work, resulting in greater productivity and efficiency. The requirement for ongoing learning in the face of technological advancements is another driving factor behind the expansion of online soft skills training. Soft skills are becoming increasingly valuable as automation and artificial intelligence transforms various sectors.

Online training programs provide a flexible and scalable method to upskilling, allowing workers to stay updated with business trends while also adapting their soft skills to changing workplace dynamics. Professionals can easily integrate soft skills development into their hectic schedules since they can study at their own speed and on-demand. The ability to track and assess progress is a significant advantage of online soft skills training, which is enabling it to be included in organizational learning and development programs. These factors are anticipated to boost the online soft skills training market share in the coming years.

The possibility of technological faults and connection concerns is a key challenge for the users. Users may face issues such as slow Internet connectivity, software malfunctions, or hardware limitations, which may hinder the training session's flow. These interruptions not only delay the learning process, but they can also lead to participant irritation and disengagement, lowering the overall efficacy of the training program. Individuals may struggle to remain active and attentive during training sessions due to a lack of physical presence and the distractions of the online world. Maintaining motivation is essential for successful soft skill development and application, and online platforms must adopt new techniques to keep participants engaged and committed.

Moreover, some individuals and businesses may be uncertain about the reliability of online soft skills training programs. Traditional training techniques, such as in-person workshops or seminars, are frequently considered as more reliable and trustworthy. To overcome this challenge and establish the legitimacy of online training platforms, continuous high-quality content, skilled instructors, and measurable results in terms of skill growth and application are necessary.

Online platforms serve to a wide and diversified audience at the same time, allowing organizations to teach whole teams or even entire corporations at the same time. This scalability is especially beneficial for companies seeking to develop a standard set of soft skills across their workforce, encouraging a united and coherent organizational culture. Personalization is an inherent strength of online soft skills training, since it provides learners with experiences that are tailored to their unique requirements and learning methods. Individual progress, strengths, and areas for growth may be assessed using adaptive learning systems, which offer personalized material and assessments.

This personalized approach not only improves training efficacy but also generates a sense of involvement and ownership among learners, resulting in more meaningful skill development. The incorporation of multimedia components in online soft skills training enhances the learning experience by adding depth and richness. Video lectures, interactive simulations, and multimedia case studies engage learners on several levels while catering to a variety of learning styles.

The key players profiled in this report include Udemy, Coursera, LinkedIn Corporation, edX LLC, Skillsoft, Pluralsight LLC, HubSpot, Inc., Toastmasters International, Franklin Covey Co., and Harvard Extension School. Collaborations and partnerships are common strategies followed by major market players. For instance, on September 12, 2023, the Rajasthan Government conducted online training under the Mukhya Mantri Yuva Sambal Yojana (MMYSY) to provide skill development and employment opportunities for youngsters.

The online soft skills training industry report is segmented on the basis of type, company size, learner, application, and region. By type, the market is bifurcated into communication, teamwork, time management, problem-solving, creativity, leadership, and others. By company size, the market is classified into small companies, mid-sized companies, and large companies . By learner, the market is classified into male and female . By application, the market is classified into business services, science & engineering, finance & insurance, technology, marketing & advertising, healthcare, and others . By region, the market is analyzed across North America, Europe, Asia-Pacific, and LAMEA.

By type, the communication sub-segment dominated the global online soft skills training share in 2022. The capacity to cooperate effortlessly within a team is essential for efficient communication. Online soft skills training enhances abilities like active listening, clear articulation, and constructive criticism, which leads to better cooperation. Teams that communicate well may more efficiently share ideas, manage issues, and work towards common goals.

Effective leadership requires strong communication skills. Future leaders are trained via online soft skills training programs that improve their capacity to speak persuasively, engage colleagues, and deliver clear guidance. Effective leaders recognize the value of communication in building trust, enabling creativity, and guiding organizations to success. Communication that is clear and efficient decreases the probability of misunderstandings and errors, increasing overall productivity. Online soft skills training provides individuals with the capabilities they need to successfully communicate information, assign responsibilities, and manage time. As a result, teams may optimize procedures and complete jobs more quickly.

By company size, the large companies sub-segment dominated the global online soft skills training share in 2022. Employees that have good soft skills are better able to collaborate, communicate, and settle issues. This leads to better collaboration, fewer misunderstandings, and more overall productivity. Large corporations who engage in online soft skills training see a favorable impact on their bottom line as teams work more cohesively and projects are completed more efficiently. Soft skills training that allows for personal and professional growth adds to increased levels of employee satisfaction.

Employees who feel encouraged in their growth are more likely to remain with the organization, lowering turnover costs and preserving institutional knowledge. This dedication toward employee well-being strengthens the company's employer brand, making it an appealing place to work for top talent. Online soft skills training is a more cost-effective option than traditional training techniques. Large corporations can reach a large number of people without the logistical issues that come with in-person training.

By learner, the male sub-segment dominated the global online soft skills training share in 2022. Online soft skills training gives men the tools they need to express themselves effectively, listen attentively, and convey their perspectives with empathy. Building good professional connections, resolving issues, and communicating leadership presence all need effective communication. Men who participate in online soft skills training are exposed to a variety of opinions and cultural subtleties, which promotes cultural competency. This talent is becoming increasingly important in today's globalized workforce, as collaboration frequently crosses countries and cultures.

Soft skills training emphasizes emotional intelligence, assisting men in understanding and managing their own emotions as well as navigating the emotions of others. This increased emotional intelligence improves cooperation, dispute resolution, and general workplace harmony. Adaptability is a significant differentiator in a continually changing corporate environment. Soft skills training builds resilience in males by teaching them how to handle change, accept innovation, and remain calm in the face of uncertainty, eventually promoting an attitude of continual development.

By application, the business services sub-segment dominated the global online soft skills training share in 2022. The changing nature of the workplace is one of the key reasons for the growth in online soft skills training for organizations. Rapid technical breakthroughs, globalization, and a move towards remote labor characterizes today's corporate environment. Therefore, employees need to manage a variety of different and dynamic issues, needing a strong set of soft skills.

Online training systems help organizations to easily meet these shifting demands, giving employees with the skills they need to adapt and succeed in a continuously changing market. Online soft skills training's scalability is especially beneficial for firms with big or geographically dispersed staff. These training programs may be readily adjusted to suit various numbers of learners without sacrificing content delivery quality.

By region, Asia-Pacific dominated the global online soft skills training market in 2022. Online soft skills training provides learners with exceptional flexibility, allowing them to access courses at their own speed and relaxation. This is especially useful in the APAC region, where professionals frequently encounter difficult work schedules and time zones. Individuals can manage their professional growth with their employment responsibilities owing to the availability of online training. Traditional training techniques can be costly in terms of physical infrastructure, travel costs, and printed materials. Many of these expenditures are eliminated by online soft skills training, making it a cost-effective alternative for organizations of all sizes.

Due to the scalability of online platforms, firms may teach a large number of people at the same time without incurring significant costs. Adaptive learning technologies are frequently used in online soft skills training platforms to modify courses depending on individual requirements and skill gaps. This personalized method guarantees that learners receive relevant material, increasing the training's efficacy. Personalized learning routes assist address particular issues faced by professionals in different circumstances in a varied region like Asia-Pacific, where differences in culture vary.

Impact of COVID-19 on the Global Online Soft Skills Training Industry

• The pandemic's impact on online soft skills training is significant in terms of increase in access to professional development opportunities. Physical barriers were removed, allowing individuals worldwide to attend high-quality training programs from the comfort of their own homes.
• This liberalization not only broadened the scope of soft skills training but also encouraged inclusivity by allowing people from all backgrounds to participate in formerly geographically restricted skill-building activities.
• Furthermore, the pandemic influenced people's ideas of soft skills. Soft skills, long thought to be secondary to technical competence, have emerged as critical differentiators in the remote work environment.

Key Benefits For Stakeholders

• The report provides an exclusive and comprehensive analysis of the global online soft skills training market trends along with the online soft skills training market forecast.
• The report elucidates the online soft skills training market opportunity along with key drivers, and restraints of the market. It is a compilation of detailed information, inputs from industry participants and industry experts across the value chain, and quantitative and qualitative assessment by industry analysts.
• Porter’s five forces analysis helps analyze the potential of the buyers & suppliers and the competitive scenario of the market for strategy building.
• The report entailing the online soft skills training market analysis maps the qualitative sway of various industry factors on market segments as well as geographies.
• The data in this report aims on market dynamics, trends, and developments affecting the online soft skills training market growth.

  Online Soft Skills Training Market Report Highlights

• Online Soft Skills Training

The online soft skill training market size is expected to grow due to an increase in demand for entrepreneurial opportunities globally. In addition, the market is driven by increase in corporate training programs.

The major growth strategies adopted by the online soft skill training market players are collaborations and partnerships.

Asia-Pacific will provide more business opportunities for the global online soft skill training market in the future.

Udemy, Coursera, LinkedIn Corporation, edX LLC, Skillsoft, Pluralsight LLC, HubSpot, Inc., Toastmasters International, Franklin Covey Co., Harvard Extension School., are the major players in the online soft skill training market.

The communication sub-segment of the type segment acquired the maximum share of the global online soft skill training market in 2022.

Corporate enterprises are the major customers in the global online soft skill training market.

The report provides an extensive qualitative and quantitative analysis of the current trends and future estimations of the global online soft skill training market from 2022 to 2032 to determine the prevailing opportunities.

As job seekers recognize that possessing strong soft skills can differentiate them from other candidates and increase their employability, there is expected to be an increase in adoption of online soft skill training.

Emphasis on well-being and resilience, rise in remote work and virtual collaboration in online soft skill training, collaborative and social learning are expected to drive the global online soft skill training market.

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Online Soft Skills Training Market

Global Opportunity Analysis and Industry Forecast, 2023-2032

Top 12 Market Research Manager Skills to Put on Your Resume

In today's highly competitive job market, standing out as a Market Research Manager requires more than just a deep understanding of data analysis and consumer behavior. A well-crafted resume that highlights a mix of technical proficiency, strategic thinking, and communication excellence can significantly elevate your candidacy, making you a top choice for employers.

Market Research Manager Skills

• Google Analytics
• SurveyMonkey

SPSS (Statistical Package for the Social Sciences) is a software tool used for statistical analysis, including data management, complex data manipulation, and detailed reporting, essential for market research managers to analyze market trends, consumer behavior, and survey data.

Why It's Important

SPSS is crucial for a Market Research Manager as it provides powerful statistical analysis tools to interpret complex data, enabling informed decision-making and strategic planning based on market trends and consumer behavior.

How to Improve SPSS Skills

Improving your proficiency with SPSS as a Market Research Manager involves several strategic steps focused on enhancing data analysis skills, staying updated with the latest trends, and leveraging resources effectively. Here’s a very short and concise guide:

Educate Yourself: Continuously learn through official SPSS tutorials and training sessions. IBM offers a range of resources that cater to both beginners and advanced users.

Practice Regularly: Hands-on experience is invaluable. Work on real-life datasets or sample data provided by IBM to sharpen your skills.

Join Forums: Participate in SPSS forums and communities. Engaging with other users can provide new insights and solutions to potential challenges.

Stay Updated: Follow the official SPSS blog for the latest updates, tips, and tricks. This can help you leverage new features and improve analysis efficiency.

Utilize Add-Ons: Explore and incorporate SPSS Extensions to enhance functionality specific to market research needs.

Automate Tasks: Learn to use syntax or scripts for repetitive tasks to save time and reduce errors. The IBM SPSS Syntax guide is a great starting point.

By focusing on these areas, you can significantly improve your SPSS skills, making data analysis more efficient and insightful for market research purposes.

How to Display SPSS Skills on Your Resume

2. Qualtrics

Qualtrics is a sophisticated online platform that enables Market Research Managers to design, distribute, and analyze surveys for comprehensive market research, helping to gather valuable insights and inform strategic decisions.

Qualtrics is important for a Market Research Manager because it provides a comprehensive, user-friendly platform for designing, distributing, and analyzing surveys, enabling the efficient gathering of valuable consumer insights and data to inform strategic decision-making.

How to Improve Qualtrics Skills

Improving Qualtrics for a Market Research Manager involves leveraging its robust features and integrating external tools for enhanced data analysis and respondent engagement. Here’s how:

Utilize Advanced Branching Logic : Create more dynamic surveys by using Advanced Branching Logic. This allows for personalized paths through the survey based on respondent answers, increasing relevance and completion rates.

Incorporate Text Analysis : Leverage Text IQ for advanced text analytics to uncover themes, sentiments, and trends in open-ended responses, providing deeper insights.

Enhance Reporting with Dashboards : Utilize Qualtrics XM to create dynamic dashboards. Custom dashboards enable real-time tracking of key metrics, facilitating quick decision-making.

Integrate with CRM : Link Qualtrics with your CRM software (e.g., Salesforce) for a holistic view of the customer journey, enabling targeted follow-ups and personalized marketing strategies.

Use Predictive Analytics : Employ Predict iQ to identify trends and predict future behaviors based on survey data. This can inform more strategic market positioning and product development.

Engage Through Mobile Optimization : Ensure your surveys are mobile-optimized to increase response rates. Qualtrics offers mobile compatibility for surveys, facilitating access across devices.

Implement A/B Testing : Test different versions of your surveys with A/B testing to determine which elements resonate most with your audience. The Qualtrics A/B Testing feature can help refine content for better engagement.

By leveraging these strategies and tools, a Market Research Manager can significantly enhance the effectiveness and efficiency of their Qualtrics surveys, leading to more actionable insights and a stronger market strategy.

How to Display Qualtrics Skills on Your Resume

Tableau is a powerful data visualization and business intelligence tool that enables Market Research Managers to analyze, visualize, and share market data insights through interactive dashboards and reports, enhancing data-driven decision-making processes.

Tableau is important for a Market Research Manager as it enables efficient data visualization and analysis, facilitating quick identification of market trends and insights, thereby supporting strategic decision-making.

How to Improve Tableau Skills

Improving your Tableau skills as a Market Research Manager involves a combination of enhancing your technical proficiency, understanding data storytelling, and applying best practices for visual analytics. Here’s a concise guide:

Master Tableau Fundamentals : Start with the basics. Ensure you're comfortable with Tableau's interface and core functionalities. Tableau's Getting Started guide is an excellent place to begin.

Advance Your Skills : Dive into more complex Tableau functionalities like calculated fields, parameters, and advanced chart types. Tableau provides an Advanced Training section for deepening your knowledge.

Learn Data Storytelling : As a Market Research Manager, presenting data in a compelling way is crucial. Explore techniques to transform your data into engaging stories. The book “Storytelling with Data” by Cole Nussbaumer Knaflic is a fantastic resource, and her blog is packed with insights.

Incorporate Best Practices in Data Visualization : Understanding what makes a visualization effective will enhance your Tableau dashboards. The Tableau Best Practices section provides guidelines for creating impactful visualizations.

Stay Updated : Tableau regularly updates its platform. Keep abreast of new features and techniques by following the Tableau Blog and participating in Tableau Public’s community .

Practice, Practice, Practice : The more you use Tableau, the better you’ll become. Challenge yourself with new datasets and attempt to replicate interesting visualizations you come across.

Join a Community : Engage with other Tableau users through forums like the Tableau Community Forums or local Tableau User Groups. Sharing knowledge and experiences can provide new insights and inspiration.

Seek Feedback : Present your dashboards to colleagues and ask for constructive criticism. Understanding how others interpret your visualizations can guide improvements.

By following these steps and continuously seeking to learn and apply new skills, you'll significantly enhance your Tableau proficiency, leading to more insightful and impactful market research analyses.

How to Display Tableau Skills on Your Resume

SAS (Statistical Analysis System) is a software suite used for advanced analytics, business intelligence, data management, and predictive analysis, enabling Market Research Managers to analyze complex data for informed decision-making.

SAS (Statistical Analysis System) is important for a Market Research Manager because it provides advanced analytical tools to interpret complex data, enabling accurate market predictions, customer segmentation, and targeted marketing strategies, thus driving informed decision-making and competitive advantage.

How to Improve SAS Skills

To improve your SAS skills as a Market Research Manager, follow these concise steps:

Enhance SAS Basics : Solidify your understanding of SAS basics by revisiting SAS documentation and utilizing resources like Coursera for structured courses.

Practice Regularly : Apply your skills on real data sets. Websites like Kaggle offer diverse datasets you can use for practice.

Learn Advanced Analytics Techniques : Focus on mastering advanced analytics techniques relevant to market research on SAS’ Advanced Analytics page.

Stay Updated : SAS software updates regularly. Keep up-to-date with the latest features and techniques through SAS Blogs and SAS Support Communities .

Networking and SAS User Groups : Join SAS user groups or forums, such as SAS Community , to exchange knowledge and experiences with peers.

SAS Certifications : Consider obtaining SAS certifications to validate your skills and knowledge. Check the SAS Certification page for more details.

Attend Workshops and Conferences : Participate in workshops and conferences like SAS Global Forum to learn from SAS experts and network with other professionals.

By following these steps and continuously applying your skills to real-world data analysis scenarios, you'll significantly improve your SAS expertise relevant to market research.

How to Display SAS Skills on Your Resume

Python is a versatile and widely-used programming language known for its ease of learning and robust libraries, making it a powerful tool for data analysis, automation, and market research tasks.

Python is important for a Market Research Manager because it offers powerful data analysis and visualization tools, enabling efficient handling of large datasets, insightful statistical analysis, and presentation of complex data in an understandable manner, thereby supporting informed decision-making.

How to Improve Python Skills

To improve your Python skills as a Market Research Manager, focus on practical applications that enhance data analysis, visualization, and automation capabilities. Here are concise steps with resources:

Master Python Basics : Ensure a solid grasp of Python syntax and basic programming concepts. Codecademy's Python Course is a great starting point.

Learn Data Analysis with Pandas : Pandas is essential for data manipulation and analysis. Start with Pandas' Getting Started tutorials .

Master Data Visualization : Learn to present data insights visually using libraries like Matplotlib and Seaborn. Matplotlib's tutorials and Seaborn's introduction are excellent resources.

Automate Repetitive Tasks : Automate your data collection and reporting processes. Automate the Boring Stuff with Python's website offers practical guidance.

Dive into Machine Learning : Enhance your market research with predictive analytics using Scikit-Learn. Start with the Scikit-Learn Getting Started guide .

Join a Python Community : Engage with other Python users to share knowledge and solve problems together. Stack Overflow and Reddit's r/learnpython are active communities.

By focusing on these areas, you'll leverage Python's power to elevate your market research capabilities efficiently.

How to Display Python Skills on Your Resume

R is a programming language and free software environment used for statistical computing and graphics, widely utilized in data analysis, statistical modeling, and visualization, making it a valuable tool for market research managers to analyze market data and derive insights.

R is important for a Market Research Manager because it provides powerful statistical analysis, data visualization capabilities, and flexibility in handling large datasets, enabling insightful decision-making and strategic planning based on robust data analysis.

How to Improve R Skills

Improving your R skills as a Market Research Manager involves several steps, focusing on data manipulation, visualization, and statistical analysis, essential for insightful market research. Here's a concise guide to elevating your R expertise:

Learn the Basics : Ensure a solid understanding of R basics. The R for Data Science book is a great starting point, covering data manipulation, visualization, and exploration.

Master Data Manipulation : Become proficient with the dplyr and data.table packages for efficient data manipulation. The Data Manipulation with dplyr guide is a helpful resource.

Enhance Data Visualization : Excel in creating insightful visualizations using ggplot2 . The Data Visualization with ggplot2 guide provides comprehensive instructions.

Understand Statistical Analysis : Deepen your knowledge of statistical analysis in R to interpret market research data effectively. The Quick-R website is a valuable resource for statistical methods in R.

Learn Reporting : Improve your reporting skills with R Markdown for presenting findings. The R Markdown guide helps you create dynamic analysis reports.

Practice with Real Data : Apply your skills on real market research datasets. Websites like Kaggle offer a variety of datasets to practice with.

Join the Community : Engage with the R community through forums like Stack Overflow and RStudio Community for support and to stay updated on best practices.

Continuous Learning : Keep learning through online courses and tutorials. Coursera and DataCamp offer courses specifically designed for R programming.

Improving your R skills is a continuous process of learning and practicing, especially in the dynamic field of market research.

How to Display R Skills on Your Resume

SQL (Structured Query Language) is a programming language used for managing and manipulating databases, enabling Market Research Managers to efficiently query, update, and analyze data to derive insights and inform decision-making.

SQL is crucial for a Market Research Manager as it enables efficient data retrieval, manipulation, and analysis from large databases, facilitating informed decision-making based on precise market insights and trends.

How to Improve SQL Skills

To improve your SQL skills as a Market Research Manager, focus on these key areas:

Understand Basic SQL Syntax : Start with the fundamentals of SQL, including SELECT, FROM, WHERE, GROUP BY, HAVING, and ORDER BY clauses. W3Schools SQL Tutorial offers an excellent introduction.

Master Joins and Subqueries : Learn to combine data from multiple tables effectively using different types of joins (INNER, LEFT, RIGHT, FULL) and understand how to use subqueries to segment your data. Mode Analytics SQL Tutorial provides clear examples.

Practice Aggregate Functions : Get comfortable with aggregate functions (SUM, AVG, MAX, MIN, COUNT) to analyze data. SQL Aggregate Functions Guide can help deepen your understanding.

Learn to Use Window Functions : Window functions allow you to perform calculations across sets of rows related to your current row. They are powerful for analyzing data over a specific window of time or across categories. PostgreSQL Tutorial on Window Functions is a good resource.

Optimize SQL Queries for Performance : Understanding how to write efficient queries is crucial. Learn about indexing, query execution plans, and other performance aspects. SQL Query Optimization on SQLShack covers various optimization techniques.

Implement Best Practices in SQL : Writing clean, readable, and maintainable SQL code is essential. This includes proper formatting, using aliases, and commenting your code. SQL Style Guide offers guidelines for writing well-structured SQL.

Continuous Practice and Real-world Application : Apply what you learn in real-world scenarios. Websites like LeetCode and HackerRank provide SQL challenges that range from basic to advanced levels.

By focusing on these areas and utilizing the linked resources, you can significantly improve your SQL skills, enabling you to derive meaningful insights from data more efficiently and effectively.

How to Display SQL Skills on Your Resume

8. Google Analytics

Google Analytics is a web analytics service that tracks and reports website traffic, providing insights into user behavior, useful for market research and strategy optimization.

Google Analytics is crucial for a Market Research Manager as it provides detailed insights into user behavior, preferences, and trends, enabling data-driven decisions to optimize marketing strategies and improve product offerings.

How to Improve Google Analytics Skills

To improve Google Analytics for a Market Research Manager, focus on the following steps:

Define Clear Objectives : Establish specific, measurable goals that align with your market research objectives. Setting up Goals in Google Analytics is a critical step.

Utilize Segmentation : Create custom segments to analyze specific user behaviors and demographics relevant to your research. This allows for more targeted insights. Learn about segmentation.

Leverage Custom Reports : Tailor reports to your specific needs, focusing on the metrics that matter most to your research. This customization can provide deeper insights. Custom Reports guide offers a starting point.

Integrate with Other Tools : Combine Google Analytics data with other tools like Google Data Studio for enhanced data visualization or Google Ads for deeper market insights. Explore Google Data Studio and Google Ads integration.

Utilize Enhanced Ecommerce : If applicable, enable Enhanced Ecommerce for detailed insights into customer purchasing behavior, which can be invaluable for market research. See how to set up Enhanced Ecommerce.

Stay Updated with Training : Google's Analytics Academy offers courses to stay up-to-date with the latest features and best practices. Check out Analytics Academy .

By focusing on these areas, a Market Research Manager can significantly improve the utility of Google Analytics for gaining actionable market insights.

How to Display Google Analytics Skills on Your Resume

9. SurveyMonkey

SurveyMonkey is an online survey platform that enables Market Research Managers to design, distribute, and analyze questionnaires to gather insights for informed decision-making.

SurveyMonkey is important for a Market Research Manager because it provides an easy-to-use platform for designing, distributing, and analyzing surveys to gather valuable customer insights and market trends efficiently.

How to Improve SurveyMonkey Skills

Improving SurveyMonkey for a Market Research Manager involves several strategies focused on enhancing survey design, distribution, and analysis capabilities. Here are concise recommendations:

Utilize Advanced Question Types : Employ advanced question types like matrix questions and slider scales for more nuanced feedback. Learn here.

Integrate with Analytical Tools : Use integrations with analytical tools like Tableau for in-depth data analysis. Explore options here.

Leverage A/B Testing : Implement A/B testing for survey invitations to improve response rates. Guidance available here.

Enhance Survey Design : Apply SurveyMonkey’s survey design services for expertly crafted surveys. More information here.

Custom Branding : Use custom branding options to increase survey credibility and response rates. Check customization options here.

Segmentation and Filtering : Utilize segmentation and filtering for targeted analysis. Start here.

Automate Workflow with APIs : Automate survey distribution and data collection through SurveyMonkey’s API for efficiency. API documentation here .

Engage with Training Resources : Enhance skills by engaging with SurveyMonkey’s training resources and webinars. Discover resources here .

Implementing these strategies can significantly enhance the effectiveness of SurveyMonkey for market research purposes, leading to more insightful data collection and analysis.

How to Display SurveyMonkey Skills on Your Resume

Excel is a spreadsheet software used for data analysis, visualization, and managing large datasets, essential for market research managers to track trends, forecast outcomes, and present findings.

Excel is crucial for a Market Research Manager as it enables efficient data organization, analysis, and visualization, facilitating informed decision-making and strategic planning based on market trends and consumer insights.

How to Improve Excel Skills

Improving your Excel skills as a Market Research Manager involves enhancing data analysis, visualization, and automation capabilities. Here are concise steps with resources for advancement:

Advanced Formulas and Functions : Master complex formulas and functions for sophisticated data analysis. ExcelJet offers a comprehensive guide.

PivotTables and PivotCharts : Learn to summarize, analyze, explore, and present your data. Microsoft’s guide provides a solid foundation.

Power Query : Use Power Query for data transformation and preparation. Excel Campus has practical lessons.

Power BI : Extend your data visualization and analysis with Power BI for more complex datasets. Microsoft Power BI offers learning resources.

VBA and Macros : Automate repetitive tasks and customize Excel functions with VBA. Chandoo.org provides tutorials for beginners to advanced users.

Data Visualization : Enhance your ability to present data compellingly. Storytelling with Data teaches effective visualization techniques.

Excel Shortcuts : Increase efficiency with keyboard shortcuts. ShortcutWorld lists shortcuts for quick navigation and tasks.

Online Courses and Certifications : Platforms like Udemy, Coursera , and LinkedIn Learning offer courses ranging from beginner to advanced levels, including certifications.

Focusing on these areas will significantly enhance your Excel skills, making you more efficient and effective in market research management.

How to Display Excel Skills on Your Resume

11. Power BI

Power BI is a data visualization and business analytics tool that enables Market Research Managers to aggregate, analyze, visualize, and share insights from diverse data sources to inform strategic decisions and identify market trends.

Power BI is crucial for a Market Research Manager because it enables efficient data analysis and visualization, facilitating informed decision-making by providing insights into market trends, consumer behavior, and competitive landscapes.

How to Improve Power BI Skills

To improve Power BI skills for a Market Research Manager, focus on the following concise steps:

Master Data Modeling: Understand how to transform raw data into actionable insights through effective data modeling techniques. Learn more at Microsoft .

Enhance DAX Skills: Deepen your knowledge of Data Analysis Expressions (DAX) for complex calculations and data analysis. DAX Guide .

Explore Power Query: Enhance data preparation capabilities using Power Query to automate data cleansing and preparation. Power Query Documentation .

Visual Storytelling: Focus on creating compelling visualizations that tell a story with your data, emphasizing clarity and insight. Visualization Best Practices.

Leverage Power BI Service: Utilize Power BI Service for sharing reports and dashboards, scheduling refreshes, and collaborating with team members. Power BI Service Features.

Stay Updated: Regularly follow Power BI blogs and forums to stay updated with the latest features and best practices. Power BI Blog .

Implement Security Practices: Understand Row-Level Security (RLS) to ensure data is securely accessed and shared. Row-Level Security .

Engage with the Community: Participate in Power BI Community forums and user groups to exchange ideas and solutions. Power BI Community .

Continuous Learning: Enroll in advanced Power BI courses and certifications to stay ahead in your field. Power BI Training .

Experiment and Practice: Regularly apply new skills by working on practice projects or improving existing reports and dashboards.

Focusing on these steps will significantly enhance your Power BI capabilities as a Market Research Manager, enabling more effective and insightful data analysis.

How to Display Power BI Skills on Your Resume

12. Salesforce

Salesforce is a cloud-based customer relationship management (CRM) platform that enables businesses to manage sales, customer service, marketing, and more, all in one place, facilitating improved customer insights and interactions for strategic decision-making.

Salesforce is important for a Market Research Manager as it provides a comprehensive CRM platform for managing customer information, tracking sales leads, analyzing data trends, and generating actionable insights, thereby enabling informed decision-making and strategic planning for market targeting and segmentation.

How to Improve Salesforce Skills

To improve Salesforce for a Market Research Manager, focus on the following concise strategies:

Integrate Advanced Analytics: Utilize Salesforce Einstein Analytics for deeper insights into market trends and customer behavior. Salesforce Einstein Analytics

Customize Dashboards: Tailor Salesforce dashboards to display key market research metrics and KPIs for real-time decision-making. Custom Dashboards

Automate Data Collection: Implement Salesforce Web-to-Lead forms to automate the collection of market research data directly into your CRM. Web-to-Lead Forms

Enhance Collaboration: Leverage Salesforce Chatter for enhanced team collaboration and sharing of market insights. Salesforce Chatter

Utilize Third-party Integrations: Integrate with external market research tools and platforms via Salesforce AppExchange for expanded capabilities. Salesforce AppExchange

By focusing on these strategies, a Market Research Manager can significantly enhance their use of Salesforce, leading to more informed and data-driven decision-making.

How to Display Salesforce Skills on Your Resume

Related Career Skills

• Market Research Analyst
• Marketing Research Analyst
• Market Research Assistant
• Market Research Associate
• Market Research Interviewer
• Market Researcher

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The 11 Most Important Hard & Soft Skills Marketers Need to Have

What hard and soft skills do you need to speak the right marketing language and connect with audiences? Learn the most important ones here.

Picture this: You’re wearing many hats as far as marketing goes.

You’re ready to rock the digital marketing sphere.

Not so fast!

You could be lacking in the soft skillset department, and you might not be able to speak the marketing language fluently.

This mistake may compromise your exposure, distancing you from the online population.

We’re talking billions, here.

The internet population is, well, vast.

Don’t believe it?

I’ll show you the stats: A whopping 40% of the world’s population is online, every single day.

Here’s a chart from Internet Live Stats to prove it.

And a cool 75% of internet users are reading blogs, every day.

How can you afford to not tap into this crowd, especially today?

Isn’t it time you:

• Took your customer base a notch higher (if you’re a solopreneur) with marketing skills that work?
• Hired quality talent (if you’re a business) that leaves no stone unturned when it comes to attracting prospects?
• Add massive value to brands (if you’re a marketer) with unmatched campaigns?

In this article, you’re going to learn just that:

Here are the most in-demand hard and soft marketing skills that brands hire for.

Hard Versus Soft: Understand the Difference

Simply put, hard skills are structured and systematic.

You should learn these if you’ll be in marketing for the long haul, even if it means taking a course.

I’m talking about stuff like SEO, PPC, machine learning, etc.

Meanwhile, soft skills help you accomplish the technical skills. They help you adapt to certain situations.

If, for instance, you aren’t already creative during this pandemic, you’re probably losing sales. Creativity is a vital soft marketing skill.

I can’t stress it enough.

It doesn’t matter if you’re a seasoned marketer.

But it’s of little use if you aren’t pairing it up with soft skills.

What makes you stand out from the pack, at least as far as marketing goes?

Skillsets distinguish you from the rest of the crowd.

They can be categorized into both “hard” and “soft” skillset types.

6 Hard Skills Marketers Need

This list is in no particular order. Let’s get into it!

1. Get to Know SEO

Show me a marketer who ignores SEO and I’ll show you their haphazard results.

SEO is a core language of solid digital marketing in 2020 and beyond.

So, speak it fluently, all the time!

Your ultimate goal with SEO?

To be found easily by your target audience.

Publishing a string of content (i.e., blogs) is useless if it isn’t attracting your target audience.

Bottom line: Even if you aren’t looking to become an SEO expert , at least master the basic SEO concepts .

Pair it up with Search Engine Marketing (SEM) and you’re almost there!

2. Embrace & Prioritize Content Marketing Formats

From social media to videos and blogs, your content should be able to convert.

Create social media posts that engage with your audience the most.

Craft killer blogs that are shared the most.

Work on publishing in the top formats that generate maximum results.

Some of your audience will read the blog, others will watch the video, which is similar to engaging with you or the brand you’re portraying real-time.

Need even more ideas? Here are 100 types of content you can create .

Content marketing, when done right, can move you closer to your target audience.

When done wrong, though, content marketing can distance you from potential customers.

3. Understand the Ins and Outs of Email Marketing

Your prospects don’t read every email.

They read great emails – compelling content that makes their hearts skip a beat.

So, if you’re looking for your emails to be read, you’ve got to be a wizard in the game.

I’ve found for myself personally this doesn’t come naturally.

Email marketing isn’t easy.

It took me about four years to get comfortable with it.

The basics to know are how to:

• Write and schedule or send a great broadcast.
• Set up an email sequence to nurture your audience.
• Properly tag and categorize your subscribers. For example, you want to understand how to tag subscribers who have purchased a course or training that you’re writing an email for, so they don’t get sold to twice.

But there’s a lot more to email marketing than these basics.

Brand new to the game of email?

• Mailchimp has a powerful resource center dedicated to education on this topic. It’s worth checking out.
• Campaign Monitor’s resource center is equally educational.

4. Know Conversion Rate Optimization (CRO)

It doesn’t matter if your campaigns are bringing in mammoth traffic.

It’s of little use if the prospects aren’t converting.

So, what are your CRO goals?

What do you want people to act on?

After all, the ultimate goal of marketing is for your leads to take a given desired action.

It’s better to attract one or two leads who eventually convert than lure in a few thousand with zero conversions.

Learning CRO is key particularly if you’re looking for your leads to purchase a product, download free stuff, subscribe to your mailing list, etc.

Understand the major terms associated with CRO: engagement metrics, conversion funnels, and A/B testing, etc.

And don’t neglect your site’s layout, navigation, and speed – page elements are a vital part of CRO.

5. Get Comfy with Some Machine Learning

A bot can’t brainstorm a high-conversion ad.

And it can never write humanly crafted, awesome content .

But it can help tackle ordinary tasks, so you can save time for important duties.

Many machine learning actions are built into the tools we use as marketers.

Get familiar with what those parts are, and understand how they work.

Google even has its own AI platform , housing Google technology, products, open-source platforms, and a library on education around AI.

Combining machine learning and natural language processing makes you work smarter.

5 Soft Skills Marketers Need

What are the top soft skills every good growth-focused marketer needs to have?

Here are the top six. (You might be surprised at #6!)

1. Curiosity

Marketing is ever-changing.

Your hunger to learn emerging trends should be unmatched if, in fact, you’re looking to be brilliant in this field.

Be among the first folks to read the latest marketing updates.

Ask questions whenever you don’t understand a concept. You can even take to a Facebook group or post on Twitter and tap into the wise minds of our times for help.

I do it often – I recently posted this tweet to ask thoughts from my peers of a concept I read in one of Robert Bly’s books. The conversation and feedback was amazing!

“A copywriter is not a creative artist. They are a sales person. They do not need to be original or reinvent the wheel: they need to use existing formulas and methods that work.” – Robert Bly, The Copywriter’s Handbook (1985) Agree or disagree? 🤔 — Julia McCoy (@JuliaEMcCoy) July 21, 2020

Staying curious is how you’ll stay competitive in this saturated industry.

Your passion to learn new stuff should never die.

2. Employ Persuasion

How much of a persuader are you?

Okay, okay…

Grade your persuading power on a scale of one to five.

Where would it sit?

Anywhere between four and five?

You deserve an accolade from me!

But, if it’s resting at three or less, you need to work on it.

Marketing is all about persuasion.

So, persuade potential customers whenever you can! Convince your boss to invest in some technology that (you think) will help skyrocket your marketing goals.

Just remember to always base your arguments on logic.

3. Encourage Creative Juices

Online competition is stiff. To be able to stand out from the pack, you need to be different by tapping into your creative juices.

Are your copy and images out of the ordinary?

Are you creating unique campaigns that truly stand out?

The thing is, prospects like to be enthralled and won before they want to take the next step with you or your brand.

Otherwise, they keep scrolling.

Creativity wins! Make sure to allow yourself time away from the desk immersed in something that boosts your creative juices — for me, that’s playing the harp, taking a hike out by the lake, or watching a super-good medieval fantasy show or movie.

4. Multitasking Is a Plus

If you’re able to do more than one thing simultaneously, it’s a good thing. (Really.)

In digital marketing, it’s not uncommon to be handling a ton of things in tandem.

You might be expected to reply to your readers’ comments on your blog while engaging a similar audience on social media.

However, just make sure you’re prioritizing the most important tasks.

Those that will add more value to your business rather than just distract you.

5. Live and Unlearn

Still holding onto what made your campaigns tick five years ago?

You might need to unlearn a few things. Today, your customers’ tastes and preferences are ever on the move.

What attracted them to you in the past might not work today.

Unlearn your hard-held beliefs and be willing to embrace new tactics, always.

Don’t worry about making mistakes, either. Instead, learn from them.

6. Trust Your Sixth Sense

This could also read “trust your gut.”

Sometimes, as a digital marketer, you must learn to trust your sixth sense.

You never know when it’s going to come in handy. Not neglecting your sixth sense, when it beckons, could save you a ton of trouble.

It might attract a prospect when you’re least expecting it.

If you’re well versed in this industry, and understand your target audience, following your intuition on next big steps can yield big fruits.

For example, it was on intuition that I began telling my story of escaping a cult I grew up in as a child, and building a business while still in that cult – (WHAT, right??) – sharing with the entire world that my passion was my lifeline (and incidentally, following that passion has allowed me to build everything I have).

I even told this story in all its polarizing glory right here with the awesome Danny Goodwin on the Search Engine Journal show.

I’ve been told, “Most people wouldn’t tell this story.”

I’ve been told, “You’re crazy for talking about growing up in a cult!”

Yet, witnessing how the book I wrote on my story, “ Woman Rising: A True Story “, sold over 700 copies on launch day formed immediate proof for me that following my gut was the best move.

And today, I’ve built connections and rapport through telling this authentic story that never would have seen daylight if I hadn’t followed my intuition.

Trust your intuition. Tell your stories authentically.

Now, Go Rock the Marketing World Like a Pro

To kill it in this industry, get familiar with and begin practicing these practical skills.

Don’t take your marketing skills for granted. It’s how you can outperform the competition.

More Resources:

• 20 Essential Skills for Digital Marketers
• Top 8 Skills Every Great SEO Professional Needs to Succeed
• 10 Content Marketing Skills You Need to Master (Plus Tips on How to Master Them)

Image Credits

In-Post Image #1: Internet Live Stats In-Post Image #2: Google AI

Julia McCoy is an 8x author and a leading strategist around creating exceptional content and presence that lasts online. As ...

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About tmr », soft skills management market, soft skills management market (soft skill type - management & leadership, administration & secretarial, communication & productivity, personal development; delivery mode - regular/offline, online (asynchronous , synchronous, hybrid); industry - banking, financial services & insurance (bfsi), manufacturing, hospitality, it & telecom, education, retail, media & entertainment; provider - corporate/ enterprise, academic) - global industry analysis, size, share, growth, trends, and forecast, 2018 - 2026.

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Soft Skills Management Market - Snapshot

Soft skills are becoming increasingly critical for employees working in different industries and performing different functions. Soft skills are refined behavior and communication styles that help make a work environment or interaction with another person easier to manage. Soft skills include communication skills, such as gestures, voice, and inflection. They also include attributes such as adaptability and flexibility. Soft skills are the personal attributes, inherent social cues, communication abilities, and personality traits needed for success on the job. Recruiters and corporates tend to recruit employees who are highly skilled and trained. Rising demand for highly skilled workforce is expected to drive the market during the forecast period. Furthermore, with the availability of new learning techniques, training institutions specifically in the higher education sector are focusing on the adoption of collaborative learning methods that allow students to develop a multi-dimensional skill set. Soft skills management is estimated to reach value of US$ 33,736.1 Mn by 2026, recording a CAGR of 11.9%.

Demand for higher education is increasing globally which is compelling students to enroll in soft skills training programs, thus supporting the growth of the market. Furthermore, with the rising penetration of smartphones and other technologies, candidates are enrolling for online soft skills management courses. Soft skills are necessary for any candidate, irrespective of the professional qualification and domain knowledge.Corporates are emphasizing on optimizing business operations and enhancing productivity by employing highly skilled candidates. They offer training to employees to make them aware of new technologies and upgrades taking place all over the world.Furthermore, soft skills improve customer interactions which help businesses to generate more revenue. Thus, rising demand for highly skilled workforce and increasing demand for higher education all around the world is expected to drive the market during the forecast period.

However, lack of awareness about soft skills is a major factor affecting the large-scale adoption of such training methods, though governments and corporates are investing huge amounts in training candidates with leadership & management and other different soft skills.

Furthermore, increasing demand for cloud-based soft skill training courses is creating various opportunities for vendors in the market. Furthermore, collaborative learning methods are accelerating soft skills education among candidates/students which is helpful for trainers to simplify processes. Collaborative learning allowscandidates to increase their multi-dimensional skill set consisting of hard skills and soft skills.

The soft skills management market is segmented on the basis of soft skill types, delivery mode, industry, and provider. Based on soft skill types, the market is segmented into management & leadership, administration & secretarial, communication & productivity, personal development and others.Based ondelivery mode, themarket is segmented into regular/offline, online. Online soft skill management courses can be further segmented into asynchronous online courses, synchronous online courses, and hybrid courses. Based onindustry vertical, the marketis segmented into banking, financial services & insurance (BFSI), manufacturing, hospitality, IT & telecom, education, retail, media & entertainment and others. Provider segment is bifurcated into corporate/ enterprise, and academic.From a geographical perspective, North America is expected to holda major sharein the soft skills management market.Growth in this region is attributed to strong adoption and penetration of soft skills management courses, as well as presence of large number of high quality soft skills service providers.Asia Pacific is expected to witness lucrative growth due to rising adoption of digital services because of the wide skill gap in the region. Furthermore, various MNCs are recruiting huge labor force in this region.

Attracted by this prominently expanding market and crucial technological advancements, many startups are trying to enter the market. The market is highly fragmented and consists of many local and regional players. Companies across industries are emphasizing on strengthening their foothold in the soft skills management market. For instance, in May 2018, Computer Generated Solutions announced its partnership with Custodia Technology, a communications compliance solution specialist, to cooperatively offer cross-platform support and services to the global investment services community. Moreover, existing software providers are rapidly expanding their distribution network in order to reach the most distant customers. Some of the active players profiled in the soft skills management market report include Articulate Global, Inc., Cengage Learning, Inc., Computer Generated Solutions, Inc., D2L Corporation, edX, Inc., Global Training Solutions, Inc., Interaction Associates, Inc., New Horizons Worldwide, LLC., NIIT Limited, Pearson PLC, QA Ltd., Skill Key Interactive, LLC, Skillsoft Corporation, Tata Interactive Systems, The Insights Group Ltd., VitalSmarts, and Wilson Learning Worldwide.

Demand for People-Oriented Strategies Spurs Growth Potential in Soft Skills Management Market

Soft skills have become more important than ever, given the fact that the percentage of workforce in digital environments has risen at dizzying pace over the years. Soft skills become a crucial arrow in the quiver used as an armamentarium by leaders to persuade people-oriented strategies for different business ends. There exists a skill gap between people-oriented skills business executive have and the ones they need to routinely use, leverage, and rely on for solidifying brand positioning in this hyper-competitive world. In the backdrop of a strikingly dynamic enterprise landscape, soft skills occupy an indispensable position in the strategic frameworks developed by business executives and business owners. Over the past years, the gap has become stark, despite the proliferating number of corporate training programs. These trends underpin the market propositions for soft skills management. A growing number of business functions that need to engage with several customer touchpoints in diverse sectors, notably in BFSI and manufacturing industries, is accelerating the growth prospects in the soft skills management market. In recent years, with growing focus on human resource management, soft skills management has also received widespread and consistent focus. This has spurred the adoption of employee soft training software and services.

The fallouts of the Covid-19 pandemic have challenged the existing paradigms of workforce. The economic repercussions have over the past few months have redefined the engagement between businesses and customers, and have brought forth never-before unseen normals for strategy frameworks. The still-emerging pandemic continues to pave way to new human resource management approaches companies need to adhere to in order to grow steadily in the post-pandemic world. Ranging from unlocking new manufacturing methods with the likes of 3D printing to using digital channels to forge a strong customer relationship, the soft skills management market has come a long way. The future trajectories will be increasingly determined by the fact that to what extent soft skills management is integrated into the strategic inroads organizations are planning in next few years.

The global soft skills management market is segmented as below:

1. Preface      1.1. Market Scope      1.2. Market Segmentation      1.3. Key Research Objectives

2. Assumptions and Research Methodology      2.1. Market Taxonomy - Segment Definitions      2.2. Research Methodology             2.2.1. List of Primary and Secondary Sources      2.3. Key Assumptions for Data Modelling

3. Executive Summary : Global Soft Skills Management Market

4. Market Overview      4.1. Introduction      4.2. Global Market – Macro Economic Factors Overview             4.2.1. World GDP Indicator – For Top 20 Economies             4.2.2. Global ICT Spending (US$ Mn), 2012, 2018, 2026      4.3. Technology/Product Roadmap      4.4. Market Factor Analysis             4.4.1. Porter’s Five Forces Analysis             4.4.2. PESTEL Analysis             4.4.3. Ecosystem Analysis             4.4.4. Market Dynamics (Growth Influencers)                      4.4.4.1. Drivers                                 4.4.4.1.1. Supply Side                                 4.4.4.1.2. Demand Side                      4.4.4.2. Restraints                      4.4.4.3. Opportunities                      4.4.4.4. Impact Analysis of Drivers & Restraints      4.5. Regulations and Policies      4.6. Global Soft Skills Management Market Analysis and Forecast, 2016 - 2026             4.6.1. Market Revenue Analysis (US$ Mn)                      4.6.1.1. Forecast Trends, 2018-2026      4.7. Market Attractiveness Analysis– By Region (Global/North America/Europe/Asia Pacific/Middle East & Africa/South America)             4.7.1. By Region/ Country             4.7.2. By Type             4.7.3. By Soft Skill Type             4.7.4. By End-use Industry             4.7.5. By Provider      4.8. Competitive Scenario and Trends             4.8.1. Soft Skills Management Market Concentration Rate                      4.8.1.1. List of New Entrants             4.8.2. Mergers & Acquisitions, Expansions      4.9. Market Outlook

5. Global Soft Skills Management Market Analysis and Forecast, by Delivery Mode      5.1. Overview and Definitions      5.2. Key Segment Analysis      5.3. Soft Skills Management Market Size (US$ Mn) Forecast, by Delivery Mode, 2016 - 2026             5.3.1. Regular/Offline             5.3.2. Online                      5.3.2.1. Asynchronous Online Courses                      5.3.2.2. Synchronous Online Courses                      5.3.2.3. Hybrid Courses

6. Global Soft Skills Management Market Analysis and Forecast, by Soft Skill Type      6.1. Overview and Definitions      6.2. Key Segment Analysis      6.3. Soft Skills Management Market Size (US$ Mn) Forecast, by Soft Skill Type, 2016 - 2026             6.3.1. Management & Leadership             6.3.2. Administration & Secretarial             6.3.3. Communication & Productivity             6.3.4. Personal Development             6.3.5. Others

7. Global Soft Skills Management Market Analysis and Forecast, by End-use Industry      7.1. Overview and Definitions      7.2. Key Segment Analysis      7.3. Soft Skills Management Market Size (US$ Mn) Forecast, by End-use Industry , 2016 - 2026             7.3.1. Banking, Financial Services & Insurance (BFSI)             7.3.2. Manufacturing             7.3.3. Hospitality             7.3.4. IT & Telecom             7.3.5. Education             7.3.6. Retail             7.3.7. Media & Entertainment             7.3.8. Others

8. Global Soft Skills Management Market Analysis and Forecast, by Provider      8.1. Overview and Definitions      8.2. Key Segment Analysis      8.3. Soft Skills Management Market Size (US$ Mn) Forecast, by Provider, 2016 - 2026             8.3.1. Corporate/ Enterprise             8.3.2. Academic/ Education

9. Global Soft Skills Management Market Analysis and Forecast, by Region      9.1. Overview      9.2. Key Segment Analysis      9.3. Emerging Markets/Countries      9.4. Soft Skills Management Market Size (US$ Mn) Forecast, by Region, 2016 - 2026             9.4.1. North America             9.4.2. Europe             9.4.3. Asia Pacific             9.4.4. Middle East and Africa             9.4.5. South America

10. North America Soft Skills Management Market Analysis and Forecast      10.1. Key Findings      10.2. Impact Analysis of Drivers & Restraints      10.3. Soft Skills Management Market Size (US$ Mn) Forecast, by Delivery Mode, 2016 - 2026             10.3.1. Regular/Offline             10.3.2. Online                      10.3.2.1. Asynchronous Online Courses                      10.3.2.2. Synchronous Online Courses                      10.3.2.3. Hybrid Courses      10.4. Soft Skills Management Market Size (US$ Mn) Forecast, by Soft Skill Type, 2016 - 2026             10.4.1. Management & Leadership             10.4.2. Administration & Secretarial             10.4.3. Communication & Productivity             10.4.4. Personal Development             10.4.5. Others      10.5. Soft Skills Management Market Size (US$ Mn) Forecast, by End-use Industry , 2016 - 2026             10.5.1. Banking, Financial Services & Insurance (BFSI)             10.5.2. Manufacturing             10.5.3. Hospitality             10.5.4. IT & Telecom             10.5.5. Education             10.5.6. Retail             10.5.7. Media & Entertainment             10.5.8. Others      10.6. Soft Skills Management Market Size (US$ Mn) Forecast, by Provider, 2016 - 2026             10.6.1. Corporate/ Enterprise             10.6.2. Academic/ Education      10.7. Soft Skills Management Market Size (US$ Mn) Forecast, By Country, 2016 - 2026             10.7.1. The U.S.             10.7.2. Canada             10.7.3. Rest of North America      10.8. Market Attractiveness Analysis             10.8.1. By Delivery Mode             10.8.2. By Soft Skill Type             10.8.3. By End-use Industry             10.8.4. By Provider             10.8.5. By Country

11. Europe Soft Skills Management Market Analysis and Forecast      11.1. Key Findings      11.2. Impact Analysis of Drivers & Restraints      11.3. Soft Skills Management Market Size (US$ Mn) Forecast, by Delivery Mode, 2016 - 2026             11.3.1. Regular/Offline             11.3.2. Online                      11.3.2.1. Asynchronous Online Courses                      11.3.2.2. Synchronous Online Courses                      11.3.2.3. Hybrid Courses      11.4. Soft Skills Management Market Size (US$ Mn) Forecast, by Soft Skill Type, 2016 - 2026             11.4.1. Management & Leadership             11.4.2. Administration & Secretarial             11.4.3. Communication & Productivity             11.4.4. Personal Development             11.4.5. Others      11.5. Soft Skills Management Market Size (US$ Mn) Forecast, by End-use Industry , 2016 - 2026             11.5.1. Banking, Financial Services & Insurance (BFSI)             11.5.2. Manufacturing             11.5.3. Hospitality             11.5.4. IT & Telecom             11.5.5. Education             11.5.6. Retail             11.5.7. Media & Entertainment             11.5.8. Others      11.6. Soft Skills Management Market Size (US$ Mn) Forecast, by Provider, 2016 - 2026             11.6.1. Corporate/ Enterprise             11.6.2. Academic/ Education      11.7. Soft Skills Management Market Size (US$ Mn) Forecast, By Country, 2016 - 2026             11.7.1. Germany             11.7.2. The U.K.             11.7.3. France             11.7.4. Switzerland             11.7.5. Spain             11.7.6. Ireland             11.7.7. Poland             11.7.8. Benelux             11.7.9. Nordic region             11.7.10. Rest of Europe      11.8. Market Attractiveness Analysis             11.8.1. By Delivery Mode             11.8.2. By Soft Skill Type             11.8.3. By End-use Industry             11.8.4. By Provider             11.8.5. By Country

12. Asia Pacific Soft Skills Management Market Analysis and Forecast      12.1. Key Findings      12.2. Impact Analysis of Drivers & Restraints      12.3. Soft Skills Management Market Size (US$ Mn) Forecast, by Delivery Mode, 2016 - 2026             12.3.1. Regular/Offline             12.3.2. Online                      12.3.2.1. Asynchronous Online Courses                      12.3.2.2. Synchronous Online Courses                      12.3.2.3. Hybrid Courses      12.4. Soft Skills Management Market Size (US$ Mn) Forecast, by Soft Skill Type, 2016 - 2026             12.4.1. Management & Leadership             12.4.2. Administration & Secretarial             12.4.3. Communication & Productivity             12.4.4. Personal Development             12.4.5. Others      12.5. Soft Skills Management Market Size (US$ Mn) Forecast, by End-use Industry , 2016 - 2026             12.5.1. Banking, Financial Services & Insurance (BFSI)             12.5.2. Manufacturing             12.5.3. Hospitality             12.5.4. IT & Telecom             12.5.5. Education             12.5.6. Retail             12.5.7. Media & Entertainment             12.5.8. Others      12.6. Soft Skills Management Market Size (US$ Mn) Forecast, by Provider, 2016 - 2026             12.6.1. Corporate/ Enterprise             12.6.2. Academic/ Education      12.7. Soft Skills Management Market Size (US$ Mn) Forecast, By Country, 2016 - 2026             12.7.1. China             12.7.2. India             12.7.3. Japan             12.7.4. Australia             12.7.5. Singapore             12.7.6. Rest of Asia Pacific      12.8. Market Attractiveness Analysis             12.8.1. By Delivery Mode             12.8.2. By Soft Skill Type             12.8.3. By End-use Industry             12.8.4. By Provider             12.8.5. By Country

13. Middle East &Africa (MEA) Soft Skills Management Market Analysis and Forecast      13.1. Key Findings      13.2. Impact Analysis of Drivers & Restraints      13.3. Soft Skills Management Market Size (US$ Mn) Forecast, by Delivery Mode, 2016 - 2026             13.3.1. Regular/Offline             13.3.2. Online                      13.3.2.1. Asynchronous Online Courses                      13.3.2.2. Synchronous Online Courses                      13.3.2.3. Hybrid Courses      13.4. Soft Skills Management Market Size (US$ Mn) Forecast, by Soft Skill Type, 2016 - 2026             13.4.1. Management & Leadership             13.4.2. Administration & Secretarial             13.4.3. Communication & Productivity             13.4.4. Personal Development             13.4.5. Others      13.5. Soft Skills Management Market Size (US$ Mn) Forecast, by End-use Industry , 2016 - 2026             13.5.1. Banking, Financial Services & Insurance (BFSI)             13.5.2. Manufacturing             13.5.3. Hospitality             13.5.4. IT & Telecom             13.5.5. Education             13.5.6. Retail             13.5.7. Media & Entertainment             13.5.8. Others      13.6. Soft Skills Management Market Size (US$ Mn) Forecast, by Provider, 2016 - 2026             13.6.1. Corporate/ Enterprise             13.6.2. Academic/ Education      13.7. Soft Skills Management Market Size (US$ Mn) Forecast, By Country, 2016 - 2026             13.7.1. GCC Countries             13.7.2. South Africa             13.7.3. Rest of MEA      13.8. Market Attractiveness Analysis             13.8.1. By Delivery Mode             13.8.2. By Soft Skill Type             13.8.3. By End-use Industry             13.8.4. By Provider             13.8.5. By Country

14. South America Soft Skills Management Market Analysis and Forecast      14.1. Key Findings      14.2. Impact Analysis of Drivers & Restraints      14.3. Soft Skills Management Market Size (US$ Mn) Forecast, by Delivery Mode, 2016 - 2026             14.3.1. Regular/Offline             14.3.2. Online                      14.3.2.1. Asynchronous Online Courses                      14.3.2.2. Synchronous Online Courses                      14.3.2.3. Hybrid Courses      14.4. Soft Skills Management Market Size (US$ Mn) Forecast, by Soft Skill Type, 2016 - 2026             14.4.1. Management & Leadership             14.4.2. Administration & Secretarial             14.4.3. Communication & Productivity             14.4.4. Personal Development             14.4.5. Others      14.5. Soft Skills Management Market Size (US$ Mn) Forecast, by End-use Industry , 2016 - 2026             14.5.1. Banking, Financial Services & Insurance (BFSI)             14.5.2. Manufacturing             14.5.3. Hospitality             14.5.4. IT & Telecom             14.5.5. Education             14.5.6. Retail             14.5.7. Media & Entertainment             14.5.8. Others      14.6. Soft Skills Management Market Size (US$ Mn) Forecast, by Provider, 2016 - 2026             14.6.1. Corporate/ Enterprise             14.6.2. Academic/ Education      14.7. Soft Skills Management Market Size (US$ Mn) Forecast, By Country, 2016 - 2026             14.7.1. Brazil             14.7.2. Rest of South America      14.8. Market Attractiveness Analysis             14.8.1. By Delivery Mode             14.8.2. By Soft Skill Type             14.8.3. By End-use Industry             14.8.4. By Provider             14.8.5. By Country

15. Competition Landscape      15.1. Market Player – Competition Matrix      15.2. Market Revenue Share Analysis (%), By Company (2017)      15.3. Regional Presence (Intensity Map)

16. Company Profiles(Details – Basic Overview, Sales Area/Geographical Presence, Key Competitors, Revenueand Strategy)      16.1. Articulate Global, Inc.             16.1.1. Basic Overview             16.1.2. Sales Area/Geographical Presence             16.1.3. Key Competitors             16.1.4. Revenue             16.1.5. Strategy      16.2. Cengage Learning, Inc.             16.2.1. Basic Overview             16.2.2. Sales Area/Geographical Presence             16.2.3. Key Competitors             16.2.4. Revenue             16.2.5. Strategy      16.3. Computer Generated Solutions, Inc.             16.3.1. Basic Overview             16.3.2. Sales Area/Geographical Presence             16.3.3. Key Competitors             16.3.4. Revenue             16.3.5. Strategy      16.4. D2L Corporation             16.4.1. Basic Overview             16.4.2. Sales Area/Geographical Presence             16.4.3. Key Competitors             16.4.4. Revenue             16.4.5. Strategy      16.5. edX, Inc.             16.5.1. Basic Overview             16.5.2. Sales Area/Geographical Presence             16.5.3. Key Competitors             16.5.4. Revenue             16.5.5. Strategy      16.6. Interaction Associates, Inc.             16.6.1. Basic Overview             16.6.2. Sales Area/Geographical Presence             16.6.3. Key Competitors             16.6.4. Revenue             16.6.5. Strategy      16.7. New Horizons Worldwide, LLC.             16.7.1. Basic Overview             16.7.2. Sales Area/Geographical Presence             16.7.3. Key Competitors             16.7.4. Revenue             16.7.5. Strategy      16.8. NIIT Limited             16.8.1. Basic Overview             16.8.2. Sales Area/Geographical Presence             16.8.3. Key Competitors             16.8.4. Revenue             16.8.5. Strategy      16.9. Pearson PLC             16.9.1. Basic Overview             16.9.2. Sales Area/Geographical Presence             16.9.3. Key Competitors             16.9.4. Revenue             16.9.5. Strategy      16.10. QA Ltd.             16.10.1. Basic Overview             16.10.2. Sales Area/Geographical Presence             16.10.3. Key Competitors             16.10.4. Revenue             16.10.5. Strategy      16.11. Skill Key Interactive, LLC             16.11.1. Basic Overview             16.11.2. Sales Area/Geographical Presence             16.11.3. Key Competitors             16.11.4. Revenue             16.11.5. Strategy      16.12. Skillsoft Corporation             16.12.1. Basic Overview             16.12.2. Sales Area/Geographical Presence             16.12.3. Key Competitors             16.12.4. Revenue             16.12.5. Strategy      16.13. Tata Interactive Systems             16.13.1. Basic Overview             16.13.2. Sales Area/Geographical Presence             16.13.3. Key Competitors             16.13.4. Revenue             16.13.5. Strategy      16.14. The Insights Group Ltd.             16.14.1. Basic Overview             16.14.2. Sales Area/Geographical Presence             16.14.3. Key Competitors             16.14.4. Revenue             16.14.5. Strategy      16.15. VitalSmarts             16.15.1. Basic Overview             16.15.2. Sales Area/Geographical Presence             16.15.3. Key Competitors             16.15.4. Revenue             16.15.5. Strategy      16.16. Wilson Learning Worldwide             16.16.1. Basic Overview             16.16.2. Sales Area/Geographical Presence             16.16.3. Key Competitors             16.16.4. Revenue             16.16.5. Strategy

17. Key Takeaways

List of Tables

Table 1: Global Soft Skills Management Market Revenue (US$ Mn) Forecast, by Delivery Mode, 2016 - 2026 Table 2: Global Soft Skills Management Market Revenue (US$ Mn) Forecast, by Soft Skill Type, 2016 - 2026 Table 3: Global Soft Skills Management Market Revenue (US$ Mn) Forecast, by End-use Industry, 2016 - 2026 Table 4: Global Soft Skills Management Market Revenue (US$ Mn) Forecast, by Provider, 2016 - 2026 Table 5: Global Soft Skills Management Market Revenue (US$ Mn) Forecast, by Region, 2016 - 2026 Table 6: North America Soft Skills Management Market Revenue (US$ Mn) Forecast, byDelivery Mode, 2016 - 2026 Table 7: North America Soft Skills Management Market Revenue (US$ Mn) Forecast, by Soft Skill Type, 2016 - 2026 Table 8: North America Soft Skills Management Market Revenue (US$ Mn) Forecast, by End-use Industry, 2016 - 2026 Table 9: North America Soft Skills Management Market Revenue (US$ Mn) Forecast, by Provider, 2016 - 2026 Table 10: North America Soft Skills Management Market Revenue (US$ Mn) Forecast, by Country, 2016 - 2026 Table 11: Europe Soft Skills Management Market Revenue (US$ Mn) Forecast, byDelivery Mode, 2016 - 2026 Table 12: Europe Soft Skills Management Market Revenue (US$ Mn) Forecast, by Soft Skill Type, 2016 - 2026 Table 13: Europe Soft Skills Management Market Revenue (US$ Mn) Forecast, by End-use Industry, 2016 - 2026 Table 14: Europe Soft Skills Management Market Revenue (US$ Mn) Forecast, by Provider, 2016 - 2026 Table 15: Europe Soft Skills Management Market Revenue (US$ Mn) Forecast, by Country, 2016 - 2026 Table 16: Asia Pacific Soft Skills Management Market Revenue (US$ Mn) Forecast, byDelivery Mode, 2016 - 2026 Table 17: Asia Pacific Soft Skills Management Market Revenue (US$ Mn) Forecast, by Soft Skill Type, 2016 - 2026 Table 18: Asia Pacific Soft Skills Management Market Revenue (US$ Mn) Forecast, by End-use Industry, 2016 - 2026 Table 19: Asia Pacific Soft Skills Management Market Revenue (US$ Mn) Forecast, by Provider, 2016 - 2026 Table 20: Asia Pacific Soft Skills Management Market Revenue (US$ Mn) Forecast, by Country, 2016 - 2026 Table 21: Middle East &Africa Soft Skills Management Market Revenue (US$ Mn) Forecast, byDelivery Mode, 2016 - 2026 Table 22: Middle East &Africa Soft Skills Management Market Revenue (US$ Mn) Forecast, by Soft Skill Type, 2016 - 2026 Table 23: Middle East &Africa Soft Skills Management Market Revenue (US$ Mn) Forecast, by End-use Industry, 2016 - 2026 Table 24: Middle East &Africa Soft Skills Management Market Revenue (US$ Mn) Forecast, by Provider, 2016 - 2026 Table 25: Middle East &Africa Soft Skills Management Market Revenue (US$ Mn) Forecast, by Country, 2016 - 2026 Table 26: South America Soft Skills Management Market Revenue (US$ Mn) Forecast, byDelivery Mode, 2016 - 2026 Table 27: South America Soft Skills Management Market Revenue (US$ Mn) Forecast, by Soft Skill Type, 2016 - 2026 Table 28: South America Soft Skills Management Market Revenue (US$ Mn) Forecast, by End-use Industry, 2016 - 2026 Table 29: South America Soft Skills Management Market Revenue (US$ Mn) Forecast, by Provider, 2016 - 2026 Table 30: South America Soft Skills Management Market Revenue (US$ Mn) Forecast, by Country, 2016 - 2026

List of Figures

Figure 1: Calculation of the Global Soft Skills Management Market Figure 2:  Global Soft Skills Management Market Figure 3: Ecosystem Analysis Figure 4: Soft Skills Management Market Size (US$ Mn) Forecast, 2016 – 2026 Figure 5: Global Soft Skills Management Market Y-o-Y Growth (Value %) Forecast, 2017 – 2026 Figure 6: Global Soft Skills Management Market Opportunity Growth Analysis (US$ Mn), 2016 – 2026 Figure 7: Global Soft Skills Management Market Attractiveness Analysis, byDelivery Mode Figure 8: Global Soft Skills Management Market Attractiveness Analysis, by Soft Skill Type Figure 9: Global Soft Skills Management Market Attractiveness Analysis, by End-use Industry  Figure 10: Global Soft Skills Management Market Attractiveness Analysis, by Provider  Figure 11: Global Soft Skills Management Market Attractiveness Analysis, by Region Figure 12: Global Soft Skills Management Market Share Analysis, byDelivery Mode (2018) Figure 13: Global Soft Skills Management Market Share Analysis, byDelivery Mode (2026) Figure 14: Global Soft Skills Management Market Share Analysis, by Soft Skill Type (2018) Figure 15: Global Soft Skills Management Market Share Analysis, by Soft Skill Type (2026) Figure 16: Global Soft Skills Management Market Share Analysis, by End-use Industry (2018) Figure 17: Global Soft Skills Management Market Share Analysis, by End-use Industry (2026) Figure 18: Global Soft Skills Management Market Share Analysis, by Provider (2018) Figure 19: Global Soft Skills Management Market Share Analysis, by Provider (2026) Figure 20: Global Soft Skills Management Market Share Analysis, by Region (2018) Figure 21: Global Soft Skills Management Market Share Analysis, by Region (2026) Figure 22: North America Soft Skills Management Market Size (US$ Mn) Forecast, 2016 – 2026 Figure 23: North America Soft Skills Management Market Y-o-Y Growth (%) Forecast, 2018 – 2026 Figure 24: North America Soft Skills Management Market Share Analysis, byDelivery Mode(2018) Figure 25: North America Soft Skills Management Market Share Analysis, byDelivery Mode (2026) Figure 26: North America Soft Skills Management Market Share Analysis, by Soft Skill Type (2018) Figure 27: North America Soft Skills Management Market Share Analysis, by Soft Skill Type (2026) Figure 28: North America Soft Skills Management Market Share Analysis, by End-use Industry (2018) Figure 29: North America Soft Skills Management Market Share Analysis, by End-use Industry (2026) Figure 30: North America Soft Skills Management Market Share Analysis, by Provider (2018) Figure 31: North America Soft Skills Management Market Share Analysis, by Provider (2026) Figure 32: North America Soft Skills Management Market Share Analysis, by Country (2018) Figure 33: North America Soft Skills Management Market Share Analysis, by Country (2026) Figure 34: North America Soft Skills Management Market Attractiveness Analysis, byDelivery Mode (2018) Figure 35: North America Soft Skills Management Market Attractiveness Analysis, by Soft Skill Type (2018) Figure 36: North America Soft Skills Management Market Attractiveness Analysis, by End-use Industry (2018)  Figure 37: North America Soft Skills Management Market Attractiveness Analysis, by Provider (2018)  Figure 38: North America Soft Skills Management Market Attractiveness Analysis, by Country (2018) Figure 39: Europe Soft Skills Management Market Size (US$ Mn) Forecast, 2016 – 2026 Figure 40: Europe Soft Skills Management Market Y-o-Y Growth (%) Forecast, 2018 – 2026 Figure 41: Europe Soft Skills Management Market Share Analysis, byDelivery Mode (2018) Figure 42: Europe Soft Skills Management Market Share Analysis, byDelivery Mode (2026) Figure 43: Europe Soft Skills Management Market Share Analysis, by Soft Skill Type (2018) Figure 44: Europe Soft Skills Management Market Share Analysis, by Soft Skill Type (2026) Figure 45: Europe Soft Skills Management Market Share Analysis, by End-use Industry (2018) Figure 46: Europe Soft Skills Management Market Share Analysis, by End-use Industry (2026) Figure 47: Europe Soft Skills Management Market Share Analysis, by Provider (2018) Figure 48: Europe Soft Skills Management Market Share Analysis, by Provider (2026) Figure 49: Europe Soft Skills Management Market Share Analysis, by Country (2018) Figure 50: Europe Soft Skills Management Market Share Analysis, by Country (2026) Figure 51: Europe Soft Skills Management Market Attractiveness Analysis, byDelivery Mode (2018) Figure 52: Europe Soft Skills Management Market Attractiveness Analysis, by Soft Skill Type (2018) Figure 53: Europe Soft Skills Management Market Attractiveness Analysis, by End-use Industry (2018)  Figure 54: Europe Soft Skills Management Market Attractiveness Analysis, by Provider (2018)  Figure 55: Europe Soft Skills Management Market Attractiveness Analysis, by Country (2018) Figure 56: Asia Pacific Soft Skills Management Market Size (US$ Mn) Forecast, 2016 – 2026 Figure 57: Asia Pacific Soft Skills Management Market Y-o-Y Growth (%) Forecast, 2018– 2026 Figure 58: Asia Pacific Soft Skills Management Market Share Analysis, byDelivery Mode (2018) Figure 59: Asia Pacific Soft Skills Management Market Share Analysis, byDelivery Mode (2026) Figure 60: Asia Pacific Soft Skills Management Market Share Analysis, by Soft Skill Type (2018) Figure 61: Asia Pacific Soft Skills Management Market Share Analysis, by Soft Skill Type (2026) Figure 62: Asia Pacific Soft Skills Management Market Share Analysis, by End-use Industry (2018) Figure 63: Asia Pacific Soft Skills Management Market Share Analysis, by End-use Industry (2026) Figure 64: Asia Pacific Soft Skills Management Market Share Analysis, by Provider (2018) Figure 65: Asia Pacific Soft Skills Management Market Share Analysis, by Provider (2026) Figure 66: Asia Pacific Soft Skills Management Market Share Analysis, by Country (2018) Figure 67: Asia Pacific Soft Skills Management Market Share Analysis, by Country (2026) Figure 68: Asia Pacific Soft Skills Management Market Attractiveness Analysis, by Type (2018) Figure 69: Asia Pacific Soft Skills Management Market Attractiveness Analysis, by Soft Skill Type (2018) Figure 70: Asia Pacific Soft Skills Management Market Attractiveness Analysis, by End-use Industry (2018)  Figure 71: Asia Pacific Soft Skills Management Market Attractiveness Analysis, by Provider (2018)  Figure 72: Asia Pacific Soft Skills Management Market Attractiveness Analysis, by Country (2018) Figure 73: Middle East &Africa Soft Skills Management Market Size (US$ Mn) Forecast, 2016 – 2026 Figure 74: Middle East &Africa Soft Skills Management Market Y-o-Y Growth (%) Forecast, 2018 – 2026 Figure 75: Middle East &Africa Soft Skills Management Market Share Analysis, byDelivery Mode (2018) Figure 76: Middle East &Africa Soft Skills Management Market Share Analysis, byDelivery Mode (2026) Figure 77: Middle East &Africa Soft Skills Management Market Share Analysis, by Soft Skill Type (2018) Figure 78: Middle East &Africa Soft Skills Management Market Share Analysis, by Soft Skill Type (2026) Figure 79: Middle East &Africa Soft Skills Management Market Share Analysis, by End-use Industry (2018) Figure 80: Middle East &Africa Soft Skills Management Market Share Analysis, by End-use Industry (2026) Figure 81: Middle East & Africa Soft Skills Management Market Share Analysis, by Provider (2018) Figure 82: Middle East & Africa Soft Skills Management Market Share Analysis, by Provider (2026) Figure 83: Middle East & Africa Soft Skills Management Market Share Analysis, by Country (2018) Figure 84: Middle East & Africa Soft Skills Management Market Share Analysis, by Country (2026) Figure 85: Middle East & Africa Soft Skills Management Market Attractiveness Analysis, byDelivery Mode (2018) Figure 86: Middle East & Africa Soft Skills Management Market Attractiveness Analysis, by Soft Skill Delivery Mode (2018) Figure 87: Middle East & Africa Soft Skills Management Market Attractiveness Analysis, by End-use Industry (2018)  Figure 88: Middle East & Africa Soft Skills Management Market Attractiveness Analysis, by Provider (2018)  Figure 89: Middle East & Africa Soft Skills Management Market Attractiveness Analysis, by Country (2018) Figure 90: South America Soft Skills Management Market Size (US$ Mn) Forecast, 2016 – 2026 Figure 91: South America Soft Skills Management Market Y-o-Y Growth (%) Forecast, 2018 – 2026 Figure 92: South America Soft Skills Management Market Share Analysis, byDelivery Mode (2018) Figure 93: South America Soft Skills Management Market Share Analysis, byDelivery Mode (2026) Figure 94: South America Soft Skills Management Market Share Analysis, by Soft Skill Type (2018) Figure 95: South America Soft Skills Management Market Share Analysis, by Soft Skill Type (2026) Figure 96: South America Soft Skills Management Market Share Analysis, by End-use Industry (2018) Figure 97: South America Soft Skills Management Market Share Analysis, by End-use Industry (2026) Figure 98: South America Soft Skills Management Market Share Analysis, by Provider (2018) Figure 99: South America Soft Skills Management Market Share Analysis, by Provider (2026) Figure 100: South America Soft Skills Management Market Share Analysis, by Country (2018) Figure 101: South America Soft Skills Management Market Share Analysis, by Country (2026) Figure 102: South America Soft Skills Management Market Attractiveness Analysis, byDelivery Mode (2018) Figure 103: South America Soft Skills Management Market Attractiveness Analysis, by Soft Skill Type (2018) Figure 104: South America Soft Skills Management Market Attractiveness Analysis, by End-use Industry (2018)  Figure 105: South America Soft Skills Management Market Attractiveness Analysis, by Provider (2018)  Figure 106: South America Soft Skills Management Market Attractiveness Analysis, by Country (2018) Figure 107: Market Share Analysis, 2017 (Value %)

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• Introspective Market Research | Global Market Research Reports
• Soft Skills Training Market Share, Size, Trend & Global Industry Analysis By 2028

Soft Skills Training Market Size by Type (Management & Leadership, Personal Development, Teamwork, Others), Delivery Mode (Regular/Offline, Online), Application (BFSI, Manufacturing, Hospitality, Healthcare & Pharmaceuticals, IT & Telecom, Retail, Others), and Region Global Market Analysis and Forecast, 2022- 2028

• Report ID : 15871
• Category : Education
• No Of Pages : 198
• Published on : October 2021
• Status : Published

• Table Of Content
• Table of Figures
• Segmentation
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Global Soft Skills Training Market Overview

The Global Soft Skills Training market was valued at USD 23.90 billion in 2021 and is expected to reach USD 53.58 billion by the year 2028, at a CAGR of 12.32%.

Soft skills refer to a fusion of people and communication skills, attitudes, personality traits, career preferences, and social and emotional intelligence. People tackle professional training to improve these skills and negotiate the professional environment to reach personal and business goals. The training is provided by offline and web-based platforms and can help in enhancing employee retention, customer service, rising sales, and job satisfaction, and overall productivity of the individual. Nevertheless, in comparison to hard technical skills, soft skills are more personality-targeted, but they can also be utilized for conflict-resolution, time management, organization development, problem-solving, critical thinking, and leadership. As per Today's job profile, an employer is always in approval to hire and encourage those who are ethical, resourceful, and self-directed with decent communication/soft skills. Furthermore, poor soft skills in the applicants have changed the corporate employment system. The beneficial part of soft skill training is language, market companies can introduce training sections in various languages to focus end users e.g., Skillsoft Corporation. The company introduced the delivery of its content in French and English language, across the globe. The global soft skills training market is turned by raised skill gaps in emerging economies and accessibility of online training platforms. Soft skills training offers are shifting focus towards the emerging innovative and verity of courses to cater to the specific requirements of the trainee, which is anticipated to accelerate the market demand during the forecast period.

Market Dynamics and Factors of the Soft Skills Training Market:

Accessibility of soft skills training through online platforms is a major factor driving the soft skills training market. COVID-19 has played a beneficial role in accelerating the online training platform. The risk of spreading and lockdown in different economies has accelerated the demand for online platforms. Offices, schools, and businesses, colleges have switched to online platforms, which has fueled the online platform market from the first quarter of 2020. According to the World Economic Forum, COVID-19 has resulted in the lockdown of schools over the globe. Globally, about 1.2 billion children are out of their classrooms. The overall market for online education is expected to gain US$ 350 Bn by 2025, such as video conferencing tools, virtual tutoring, language apps, or online learning software. Soft skills are growing in demand in the workplace. Google LLC quoted creativity, communication skills, and leadership potential, as the top requirement for both potential and current employees. Growth in focus toward soft skills is probably to improve the role of online training platforms in hastening the soft skills training market.

Growth in government initiatives in developing countries. Raised skill gaps over the world are resulting in unemployment, which, in turn, is a loss for any nation's economy. Initiatives are being taken by governments to bridge this skill gap, which would support economic growth and lead to the employment of a large number of people. For instance, the Government of India introduced key schemes such as the Leadership Development Programs, National Employability Enhancement Mission (NEEM), Pradhan Mantri Kaushal Vikas Yojana Employability Enhancement Training Program (EETP), for Technical Institutes (PMKVY-TI), and Skill Assessment Matrix for Vocational Advancement of Youth (SAMVAY), for improving employment/self-employment opportunities. These kinds of schemes & initiatives of the government are turning the demand for soft skills training. Key players have a profitable opportunity to collaborate with governments of emerging countries and impart soft skills training to students at the beginning level of their education to prepare them for higher education and careers.

Restraints:

Lack of awareness about benefits and online availability of soft skills training courses, which are expected to restraint the market growth during the forecast period. The major challenge for the growth of the Soft Skills training market is regarding cost issues. Despite its distribution in different sectors such as Professional Services, healthcare, and IT, However, Soft Skills training solutions are often too generalized and costly for disposition in these sectors. Soft Skills training is accessible in the market at a highly expensive, so they are acquiring demand from a very limited section of the market. The application of internal training solutions that offer a highly customized and cheaper option will obstacle the Soft Skills training market over the forecast period.

Opportunities:

The growing adoption of IoT and rising population will further produce lucrative opportunities for the soft skills training market in the forecast period. The introduction of cloud-based soft skill courses and raised government initiatives in developing countries are some of the factors providing significant opportunities in the global soft skills training market in the upcoming years.

Market Segmentation

Based on the delivery model, the online segment is expected to dominate the market during the forecast period. The online segment is anticipated to grow at the highest CAGR due to the increasing adoption of online education facilities in emerged and emerging economies around the globe. For example, edX, Inc. was established by MIT and Harvard University as a non-profit, providing online courses as, open-source learning destination. The company is a leading MOOC (massive open online course) supplier. It has the highest worldwide partners, containing nonprofits organizations, institutions, and universities. Based on the application, the soft skills training market is classified into BFSI, hospitality, energy and power, IT & telecom, manufacturing, retail, media & entertainment healthcare & pharmaceuticals, and others. BFSI is expected to account for the maximum market share over the forecast period. The ever-expanding BFSI (Banking, Financial Services, and Insurance) sector is producing revenue streams for stakeholders in the soft skills training market. However, there is a requirement for flexibility, critical thinking, and resilience skills to thrive in the BFSI sector. Empathy, dedication, and partnership, on the other hand, are necessary for handling high-pressure situations.

Players Covered in Soft Skills Training market are :

• The Ken Blanchard Companies.
• CENTER FOR CREATIVE LEADERSHIP
• Hemsley Fraser
• Dale Carnegie & Associates Inc
• New Horizons Worldwide LLC.
• Articulate Global Inc.
• D2L Corporation
• v MPS Interactive Systems Limited
• The Insights Group Limited
• Pearson India Education Services Pvt. Ltd and edX Inc. and other Major Players.

Key Industry Developments in the Soft Skills Training Market:

• In June 2021, Skillsoft Corporation declared the accession of Pluma, Inc. This acquisition supports the company to expand its leadership development capabilities.
• In November 2020, Wilson Learning Worldwide Inc. announced a strategic partnership with Profiling Online. This collaboration improves Wilson Learning Worldwide's ability to execute learning solutions for its global customers.
• In July 2019, QA Ltd purchased San Francisco-based Cloud Academy, a leading enterprise technology training platform. This accession resulted in adding a catalog of more than 500 certification courses and 1500 instructor-led courses to the company's existing portfolio.

COVID-19 Impact on the Soft Skills Training Market:

COVID-19 outbreak was unrivaled and exposed susceptibilities of different industries. The pandemic-convince barrier also was recorded in the Soft Skills Training market. Sales hurtled as COVID-19 gradually strengthen its noose globally. Supply-chain interruptions caused huge losses, while demand took nose-dive as consumers remained indoors with influenced nations implementing either partial or complete lockdown. Moderate recovery however is on the cards with the rollout of vaccinations. However, consecutive waves of the virus compelled businesses to stay prepared for the defeat. As government and healthcare organizations successfully execute steps to contain the spread of COVID-19, industries have started operations, although at a slow and more careful pace. Against this backdrop, Nova one advisor's study expects immediate accomplishment for the Soft Skills Training market onwards. This trend will nevertheless continue through the course of the report's assessment period. The COVID-19 crisis has created opportunities for new learning methods such as just-in-time and micro-learning to allow individuals and employees to up-skill whenever, wherever, and in whichever way they wish to learn. Problem-solving skill is being opted by stakeholders in the BFSI sector since it supports organizations to drive forward in terms of more conversions. Nevertheless, soft skills are difficult to embrace as compared to hard skills. Therefore, stakeholders in the soft skills training market should provide programs that implant emotional intelligence, adaptability, and creative problem-solving in individuals to support them in effectively purchase the required business skills.

Chapter 1: Introduction  1.1 Research Objectives  1.2 Research Methodology  1.3 Research Process  1.4 Scope and Coverage   1.4.1 Market Definition   1.4.2 Key Questions Answered  1.5 Market Segmentation Chapter 2:Executive Summary Chapter 3:Growth Opportunities By Segment  3.1 By Type  3.2 By Delivery Mode  3.3 By Application Chapter 4: Market Landscape  4.1 Porter's Five Forces Analysis   4.1.1 Bargaining Power of Supplier   4.1.2 Threat of New Entrants   4.1.3 Threat of Substitutes   4.1.4 Competitive Rivalry   4.1.5 Bargaining Power Among Buyers  4.2 Industry Value Chain Analysis  4.3 Market Dynamics   4.3.1 Drivers   4.3.2 Restraints   4.3.3 Opportunities   4.5.4 Challenges  4.4 Pestle Analysis  4.5 Technological Roadmap  4.6 Regulatory Landscape  4.7 SWOT Analysis  4.8 Price Trend Analysis  4.9 Patent Analysis  4.10 Analysis of the Impact of Covid-19   4.10.1 Impact on the Overall Market   4.10.2 Impact on the Supply Chain   4.10.3 Impact on the Key Manufacturers   4.10.4 Impact on the Pricing Chapter 5: Soft Skills Training Market by Type  5.1 Soft Skills Training Market Overview Snapshot and Growth Engine  5.2 Soft Skills Training Market Overview  5.3 Management & Leadership   5.3.1 Introduction and Market Overview   5.3.2 Historic and Forecasted Market Size (2016-2028F)   5.3.3 Key Market Trends, Growth Factors and Opportunities   5.3.4 Management & Leadership: Grographic Segmentation  5.4 Personal Development   5.4.1 Introduction and Market Overview   5.4.2 Historic and Forecasted Market Size (2016-2028F)   5.4.3 Key Market Trends, Growth Factors and Opportunities   5.4.4 Personal Development: Grographic Segmentation  5.5 Teamwork   5.5.1 Introduction and Market Overview   5.5.2 Historic and Forecasted Market Size (2016-2028F)   5.5.3 Key Market Trends, Growth Factors and Opportunities   5.5.4 Teamwork: Grographic Segmentation  5.6 Others   5.6.1 Introduction and Market Overview   5.6.2 Historic and Forecasted Market Size (2016-2028F)   5.6.3 Key Market Trends, Growth Factors and Opportunities   5.6.4 Others: Grographic Segmentation Chapter 6: Soft Skills Training Market by Delivery Mode  6.1 Soft Skills Training Market Overview Snapshot and Growth Engine  6.2 Soft Skills Training Market Overview  6.3 Regular/Offline   6.3.1 Introduction and Market Overview   6.3.2 Historic and Forecasted Market Size (2016-2028F)   6.3.3 Key Market Trends, Growth Factors and Opportunities   6.3.4 Regular/Offline: Grographic Segmentation  6.4 Online   6.4.1 Introduction and Market Overview   6.4.2 Historic and Forecasted Market Size (2016-2028F)   6.4.3 Key Market Trends, Growth Factors and Opportunities   6.4.4 Online: Grographic Segmentation Chapter 7: Soft Skills Training Market by Application  7.1 Soft Skills Training Market Overview Snapshot and Growth Engine  7.2 Soft Skills Training Market Overview  7.3 BFSI   7.3.1 Introduction and Market Overview   7.3.2 Historic and Forecasted Market Size (2016-2028F)   7.3.3 Key Market Trends, Growth Factors and Opportunities   7.3.4 BFSI: Grographic Segmentation  7.4 Manufacturing   7.4.1 Introduction and Market Overview   7.4.2 Historic and Forecasted Market Size (2016-2028F)   7.4.3 Key Market Trends, Growth Factors and Opportunities   7.4.4 Manufacturing: Grographic Segmentation  7.5 Hospitality   7.5.1 Introduction and Market Overview   7.5.2 Historic and Forecasted Market Size (2016-2028F)   7.5.3 Key Market Trends, Growth Factors and Opportunities   7.5.4 Hospitality: Grographic Segmentation  7.6 Healthcare & Pharmaceuticals   7.6.1 Introduction and Market Overview   7.6.2 Historic and Forecasted Market Size (2016-2028F)   7.6.3 Key Market Trends, Growth Factors and Opportunities   7.6.4 Healthcare & Pharmaceuticals: Grographic Segmentation  7.7 IT & Telecom   7.7.1 Introduction and Market Overview   7.7.2 Historic and Forecasted Market Size (2016-2028F)   7.7.3 Key Market Trends, Growth Factors and Opportunities   7.7.4 IT & Telecom: Grographic Segmentation  7.8 Retail   7.8.1 Introduction and Market Overview   7.8.2 Historic and Forecasted Market Size (2016-2028F)   7.8.3 Key Market Trends, Growth Factors and Opportunities   7.8.4 Retail: Grographic Segmentation  7.9 Others   7.9.1 Introduction and Market Overview   7.9.2 Historic and Forecasted Market Size (2016-2028F)   7.9.3 Key Market Trends, Growth Factors and Opportunities   7.9.4 Others: Grographic Segmentation Chapter 8: Company Profiles and Competitive Analysis  8.1 Competitive Landscape   8.1.1 Competitive Positioning   8.1.2 Soft Skills Training Sales and Market Share By Players   8.1.3 Industry BCG Matrix   8.1.4 Ansoff Matrix   8.1.5 Soft Skills Training Industry Concentration Ratio (CR5 and HHI)   8.1.6 Top 5 Soft Skills Training Players Market Share   8.1.7 Mergers and Acquisitions   8.1.8 Business Strategies By Top Players  8.2 THE KEN BLANCHARD COMPANIES.   8.2.1 Company Overview   8.2.2 Key Executives   8.2.3 Company Snapshot   8.2.4 Operating Business Segments   8.2.5 Product Portfolio   8.2.6 Business Performance   8.2.7 Key Strategic Moves and Recent Developments   8.2.8 SWOT Analysis  8.3 CENTER FOR CREATIVE LEADERSHIP  8.4 HEMSLEY FRASER  8.5 DALE CARNEGIE & ASSOCIATES INC  8.6 CEGOS.  8.7 CGS  8.8 NEW HORIZONS WORLDWIDE LLC.  8.9 QA LTD  8.10 ARTICULATE GLOBAL INC.  8.11 D2L CORPORATION  8.12 SKILLSOFT  8.13 V MPS INTERACTIVE SYSTEMS LIMITED  8.14 THE INSIGHTS GROUP LIMITED  8.15 NIIT  8.16 PEARSON INDIA EDUCATION SERVICES PVT. LTD  8.17 EDX INC  8.18 OTHER MAJOR PLAYERS Chapter 9: Global Soft Skills Training Market Analysis, Insights and Forecast, 2016-2028  9.1 Market Overview  9.2 Historic and Forecasted Market Size By Type   9.2.1 Management & Leadership   9.2.2 Personal Development   9.2.3 Teamwork   9.2.4 Others  9.3 Historic and Forecasted Market Size By Delivery Mode   9.3.1 Regular/Offline   9.3.2 Online  9.4 Historic and Forecasted Market Size By Application   9.4.1 BFSI   9.4.2 Manufacturing   9.4.3 Hospitality   9.4.4 Healthcare & Pharmaceuticals   9.4.5 IT & Telecom   9.4.6 Retail   9.4.7 Others Chapter 10: North America Soft Skills Training Market Analysis, Insights and Forecast, 2016-2028  10.1 Key Market Trends, Growth Factors and Opportunities  10.2 Impact of Covid-19  10.3 Key Players  10.4 Key Market Trends, Growth Factors and Opportunities  10.4 Historic and Forecasted Market Size By Type   10.4.1 Management & Leadership   10.4.2 Personal Development   10.4.3 Teamwork   10.4.4 Others  10.5 Historic and Forecasted Market Size By Delivery Mode   10.5.1 Regular/Offline   10.5.2 Online  10.6 Historic and Forecasted Market Size By Application   10.6.1 BFSI   10.6.2 Manufacturing   10.6.3 Hospitality   10.6.4 Healthcare & Pharmaceuticals   10.6.5 IT & Telecom   10.6.6 Retail   10.6.7 Others  10.7 Historic and Forecast Market Size by Country   10.7.1 U.S.   10.7.2 Canada   10.7.3 Mexico Chapter 11: Europe Soft Skills Training Market Analysis, Insights and Forecast, 2016-2028  11.1 Key Market Trends, Growth Factors and Opportunities  11.2 Impact of Covid-19  11.3 Key Players  11.4 Key Market Trends, Growth Factors and Opportunities  11.4 Historic and Forecasted Market Size By Type   11.4.1 Management & Leadership   11.4.2 Personal Development   11.4.3 Teamwork   11.4.4 Others  11.5 Historic and Forecasted Market Size By Delivery Mode   11.5.1 Regular/Offline   11.5.2 Online  11.6 Historic and Forecasted Market Size By Application   11.6.1 BFSI   11.6.2 Manufacturing   11.6.3 Hospitality   11.6.4 Healthcare & Pharmaceuticals   11.6.5 IT & Telecom   11.6.6 Retail   11.6.7 Others  11.7 Historic and Forecast Market Size by Country   11.7.1 Germany   11.7.2 U.K.   11.7.3 France   11.7.4 Italy   11.7.5 Russia   11.7.6 Spain   11.7.7 Rest of Europe Chapter 12: Asia-Pacific Soft Skills Training Market Analysis, Insights and Forecast, 2016-2028  12.1 Key Market Trends, Growth Factors and Opportunities  12.2 Impact of Covid-19  12.3 Key Players  12.4 Key Market Trends, Growth Factors and Opportunities  12.4 Historic and Forecasted Market Size By Type   12.4.1 Management & Leadership   12.4.2 Personal Development   12.4.3 Teamwork   12.4.4 Others  12.5 Historic and Forecasted Market Size By Delivery Mode   12.5.1 Regular/Offline   12.5.2 Online  12.6 Historic and Forecasted Market Size By Application   12.6.1 BFSI   12.6.2 Manufacturing   12.6.3 Hospitality   12.6.4 Healthcare & Pharmaceuticals   12.6.5 IT & Telecom   12.6.6 Retail   12.6.7 Others  12.7 Historic and Forecast Market Size by Country   12.7.1 China   12.7.2 India   12.7.3 Japan   12.7.4 Singapore   12.7.5 Australia   12.7.6 New Zealand   12.7.7 Rest of APAC Chapter 13: Middle East & Africa Soft Skills Training Market Analysis, Insights and Forecast, 2016-2028  13.1 Key Market Trends, Growth Factors and Opportunities  13.2 Impact of Covid-19  13.3 Key Players  13.4 Key Market Trends, Growth Factors and Opportunities  13.4 Historic and Forecasted Market Size By Type   13.4.1 Management & Leadership   13.4.2 Personal Development   13.4.3 Teamwork   13.4.4 Others  13.5 Historic and Forecasted Market Size By Delivery Mode   13.5.1 Regular/Offline   13.5.2 Online  13.6 Historic and Forecasted Market Size By Application   13.6.1 BFSI   13.6.2 Manufacturing   13.6.3 Hospitality   13.6.4 Healthcare & Pharmaceuticals   13.6.5 IT & Telecom   13.6.6 Retail   13.6.7 Others  13.7 Historic and Forecast Market Size by Country   13.7.1 Turkey   13.7.2 Saudi Arabia   13.7.3 Iran   13.7.4 UAE   13.7.5 Africa   13.7.6 Rest of MEA Chapter 14: South America Soft Skills Training Market Analysis, Insights and Forecast, 2016-2028  14.1 Key Market Trends, Growth Factors and Opportunities  14.2 Impact of Covid-19  14.3 Key Players  14.4 Key Market Trends, Growth Factors and Opportunities  14.4 Historic and Forecasted Market Size By Type   14.4.1 Management & Leadership   14.4.2 Personal Development   14.4.3 Teamwork   14.4.4 Others  14.5 Historic and Forecasted Market Size By Delivery Mode   14.5.1 Regular/Offline   14.5.2 Online  14.6 Historic and Forecasted Market Size By Application   14.6.1 BFSI   14.6.2 Manufacturing   14.6.3 Hospitality   14.6.4 Healthcare & Pharmaceuticals   14.6.5 IT & Telecom   14.6.6 Retail   14.6.7 Others  14.7 Historic and Forecast Market Size by Country   14.7.1 Brazil   14.7.2 Argentina   14.7.3 Rest of SA Chapter 15 Investment Analysis Chapter 16 Analyst Viewpoint and Conclusion

LIST OF TABLES TABLE 001. EXECUTIVE SUMMARY TABLE 002. SOFT SKILLS TRAINING MARKET BARGAINING POWER OF SUPPLIERS TABLE 003. SOFT SKILLS TRAINING MARKET BARGAINING POWER OF CUSTOMERS TABLE 004. SOFT SKILLS TRAINING MARKET COMPETITIVE RIVALRY TABLE 005. SOFT SKILLS TRAINING MARKET THREAT OF NEW ENTRANTS TABLE 006. SOFT SKILLS TRAINING MARKET THREAT OF SUBSTITUTES TABLE 007. SOFT SKILLS TRAINING MARKET BY TYPE TABLE 008. MANAGEMENT & LEADERSHIP MARKET OVERVIEW (2016-2028) TABLE 009. PERSONAL DEVELOPMENT MARKET OVERVIEW (2016-2028) TABLE 010. TEAMWORK MARKET OVERVIEW (2016-2028) TABLE 011. OTHERS MARKET OVERVIEW (2016-2028) TABLE 012. SOFT SKILLS TRAINING MARKET BY DELIVERY MODE TABLE 013. REGULAR/OFFLINE MARKET OVERVIEW (2016-2028) TABLE 014. ONLINE MARKET OVERVIEW (2016-2028) TABLE 015. SOFT SKILLS TRAINING MARKET BY APPLICATION TABLE 016. BFSI MARKET OVERVIEW (2016-2028) TABLE 017. MANUFACTURING MARKET OVERVIEW (2016-2028) TABLE 018. HOSPITALITY MARKET OVERVIEW (2016-2028) TABLE 019. HEALTHCARE & PHARMACEUTICALS MARKET OVERVIEW (2016-2028) TABLE 020. IT & TELECOM MARKET OVERVIEW (2016-2028) TABLE 021. RETAIL MARKET OVERVIEW (2016-2028) TABLE 022. OTHERS MARKET OVERVIEW (2016-2028) TABLE 023. NORTH AMERICA SOFT SKILLS TRAINING MARKET, BY TYPE (2016-2028) TABLE 024. NORTH AMERICA SOFT SKILLS TRAINING MARKET, BY DELIVERY MODE (2016-2028) TABLE 025. NORTH AMERICA SOFT SKILLS TRAINING MARKET, BY APPLICATION (2016-2028) TABLE 026. N SOFT SKILLS TRAINING MARKET, BY COUNTRY (2016-2028) TABLE 027. EUROPE SOFT SKILLS TRAINING MARKET, BY TYPE (2016-2028) TABLE 028. EUROPE SOFT SKILLS TRAINING MARKET, BY DELIVERY MODE (2016-2028) TABLE 029. EUROPE SOFT SKILLS TRAINING MARKET, BY APPLICATION (2016-2028) TABLE 030. SOFT SKILLS TRAINING MARKET, BY COUNTRY (2016-2028) TABLE 031. ASIA PACIFIC SOFT SKILLS TRAINING MARKET, BY TYPE (2016-2028) TABLE 032. ASIA PACIFIC SOFT SKILLS TRAINING MARKET, BY DELIVERY MODE (2016-2028) TABLE 033. ASIA PACIFIC SOFT SKILLS TRAINING MARKET, BY APPLICATION (2016-2028) TABLE 034. SOFT SKILLS TRAINING MARKET, BY COUNTRY (2016-2028) TABLE 035. MIDDLE EAST & AFRICA SOFT SKILLS TRAINING MARKET, BY TYPE (2016-2028) TABLE 036. MIDDLE EAST & AFRICA SOFT SKILLS TRAINING MARKET, BY DELIVERY MODE (2016-2028) TABLE 037. MIDDLE EAST & AFRICA SOFT SKILLS TRAINING MARKET, BY APPLICATION (2016-2028) TABLE 038. SOFT SKILLS TRAINING MARKET, BY COUNTRY (2016-2028) TABLE 039. SOUTH AMERICA SOFT SKILLS TRAINING MARKET, BY TYPE (2016-2028) TABLE 040. SOUTH AMERICA SOFT SKILLS TRAINING MARKET, BY DELIVERY MODE (2016-2028) TABLE 041. SOUTH AMERICA SOFT SKILLS TRAINING MARKET, BY APPLICATION (2016-2028) TABLE 042. SOFT SKILLS TRAINING MARKET, BY COUNTRY (2016-2028) TABLE 043. THE KEN BLANCHARD COMPANIES.: SNAPSHOT TABLE 044. THE KEN BLANCHARD COMPANIES.: BUSINESS PERFORMANCE TABLE 045. THE KEN BLANCHARD COMPANIES.: PRODUCT PORTFOLIO TABLE 046. THE KEN BLANCHARD COMPANIES.: KEY STRATEGIC MOVES AND DEVELOPMENTS TABLE 046. CENTER FOR CREATIVE LEADERSHIP: SNAPSHOT TABLE 047. CENTER FOR CREATIVE LEADERSHIP: BUSINESS PERFORMANCE TABLE 048. CENTER FOR CREATIVE LEADERSHIP: PRODUCT PORTFOLIO TABLE 049. CENTER FOR CREATIVE LEADERSHIP: KEY STRATEGIC MOVES AND DEVELOPMENTS TABLE 049. HEMSLEY FRASER: SNAPSHOT TABLE 050. HEMSLEY FRASER: BUSINESS PERFORMANCE TABLE 051. HEMSLEY FRASER: PRODUCT PORTFOLIO TABLE 052. HEMSLEY FRASER: KEY STRATEGIC MOVES AND DEVELOPMENTS TABLE 052. DALE CARNEGIE & ASSOCIATES INC: SNAPSHOT TABLE 053. DALE CARNEGIE & ASSOCIATES INC: BUSINESS PERFORMANCE TABLE 054. DALE CARNEGIE & ASSOCIATES INC: PRODUCT PORTFOLIO TABLE 055. DALE CARNEGIE & ASSOCIATES INC: KEY STRATEGIC MOVES AND DEVELOPMENTS TABLE 055. CEGOS.: SNAPSHOT TABLE 056. CEGOS.: BUSINESS PERFORMANCE TABLE 057. CEGOS.: PRODUCT PORTFOLIO TABLE 058. CEGOS.: KEY STRATEGIC MOVES AND DEVELOPMENTS TABLE 058. CGS: SNAPSHOT TABLE 059. CGS: BUSINESS PERFORMANCE TABLE 060. CGS: PRODUCT PORTFOLIO TABLE 061. CGS: KEY STRATEGIC MOVES AND DEVELOPMENTS TABLE 061. NEW HORIZONS WORLDWIDE LLC.: SNAPSHOT TABLE 062. NEW HORIZONS WORLDWIDE LLC.: BUSINESS PERFORMANCE TABLE 063. NEW HORIZONS WORLDWIDE LLC.: PRODUCT PORTFOLIO TABLE 064. NEW HORIZONS WORLDWIDE LLC.: KEY STRATEGIC MOVES AND DEVELOPMENTS TABLE 064. QA LTD: SNAPSHOT TABLE 065. QA LTD: BUSINESS PERFORMANCE TABLE 066. QA LTD: PRODUCT PORTFOLIO TABLE 067. QA LTD: KEY STRATEGIC MOVES AND DEVELOPMENTS TABLE 067. ARTICULATE GLOBAL INC.: SNAPSHOT TABLE 068. ARTICULATE GLOBAL INC.: BUSINESS PERFORMANCE TABLE 069. ARTICULATE GLOBAL INC.: PRODUCT PORTFOLIO TABLE 070. ARTICULATE GLOBAL INC.: KEY STRATEGIC MOVES AND DEVELOPMENTS TABLE 070. D2L CORPORATION: SNAPSHOT TABLE 071. D2L CORPORATION: BUSINESS PERFORMANCE TABLE 072. D2L CORPORATION: PRODUCT PORTFOLIO TABLE 073. D2L CORPORATION: KEY STRATEGIC MOVES AND DEVELOPMENTS TABLE 073. SKILLSOFT: SNAPSHOT TABLE 074. SKILLSOFT: BUSINESS PERFORMANCE TABLE 075. SKILLSOFT: PRODUCT PORTFOLIO TABLE 076. SKILLSOFT: KEY STRATEGIC MOVES AND DEVELOPMENTS TABLE 076. V MPS INTERACTIVE SYSTEMS LIMITED: SNAPSHOT TABLE 077. V MPS INTERACTIVE SYSTEMS LIMITED: BUSINESS PERFORMANCE TABLE 078. V MPS INTERACTIVE SYSTEMS LIMITED: PRODUCT PORTFOLIO TABLE 079. V MPS INTERACTIVE SYSTEMS LIMITED: KEY STRATEGIC MOVES AND DEVELOPMENTS TABLE 079. THE INSIGHTS GROUP LIMITED: SNAPSHOT TABLE 080. THE INSIGHTS GROUP LIMITED: BUSINESS PERFORMANCE TABLE 081. THE INSIGHTS GROUP LIMITED: PRODUCT PORTFOLIO TABLE 082. THE INSIGHTS GROUP LIMITED: KEY STRATEGIC MOVES AND DEVELOPMENTS TABLE 082. NIIT: SNAPSHOT TABLE 083. NIIT: BUSINESS PERFORMANCE TABLE 084. NIIT: PRODUCT PORTFOLIO TABLE 085. NIIT: KEY STRATEGIC MOVES AND DEVELOPMENTS TABLE 085. PEARSON INDIA EDUCATION SERVICES PVT. LTD: SNAPSHOT TABLE 086. PEARSON INDIA EDUCATION SERVICES PVT. LTD: BUSINESS PERFORMANCE TABLE 087. PEARSON INDIA EDUCATION SERVICES PVT. LTD: PRODUCT PORTFOLIO TABLE 088. PEARSON INDIA EDUCATION SERVICES PVT. LTD: KEY STRATEGIC MOVES AND DEVELOPMENTS TABLE 088. EDX INC: SNAPSHOT TABLE 089. EDX INC: BUSINESS PERFORMANCE TABLE 090. EDX INC: PRODUCT PORTFOLIO TABLE 091. EDX INC: KEY STRATEGIC MOVES AND DEVELOPMENTS TABLE 091. OTHER MAJOR PLAYERS: SNAPSHOT TABLE 092. OTHER MAJOR PLAYERS: BUSINESS PERFORMANCE TABLE 093. OTHER MAJOR PLAYERS: PRODUCT PORTFOLIO TABLE 094. OTHER MAJOR PLAYERS: KEY STRATEGIC MOVES AND DEVELOPMENTS LIST OF FIGURES FIGURE 001. YEARS CONSIDERED FOR ANALYSIS FIGURE 002. SCOPE OF THE STUDY FIGURE 003. SOFT SKILLS TRAINING MARKET OVERVIEW BY REGIONS FIGURE 004. PORTER'S FIVE FORCES ANALYSIS FIGURE 005. BARGAINING POWER OF SUPPLIERS FIGURE 006. COMPETITIVE RIVALRYFIGURE 007. THREAT OF NEW ENTRANTS FIGURE 008. THREAT OF SUBSTITUTES FIGURE 009. VALUE CHAIN ANALYSIS FIGURE 010. PESTLE ANALYSIS FIGURE 011. SOFT SKILLS TRAINING MARKET OVERVIEW BY TYPE FIGURE 012. MANAGEMENT & LEADERSHIP MARKET OVERVIEW (2016-2028) FIGURE 013. PERSONAL DEVELOPMENT MARKET OVERVIEW (2016-2028) FIGURE 014. TEAMWORK MARKET OVERVIEW (2016-2028) FIGURE 015. OTHERS MARKET OVERVIEW (2016-2028) FIGURE 016. SOFT SKILLS TRAINING MARKET OVERVIEW BY DELIVERY MODE FIGURE 017. REGULAR/OFFLINE MARKET OVERVIEW (2016-2028) FIGURE 018. ONLINE MARKET OVERVIEW (2016-2028) FIGURE 019. SOFT SKILLS TRAINING MARKET OVERVIEW BY APPLICATION FIGURE 020. BFSI MARKET OVERVIEW (2016-2028) FIGURE 021. MANUFACTURING MARKET OVERVIEW (2016-2028) FIGURE 022. HOSPITALITY MARKET OVERVIEW (2016-2028) FIGURE 023. HEALTHCARE & PHARMACEUTICALS MARKET OVERVIEW (2016-2028) FIGURE 024. IT & TELECOM MARKET OVERVIEW (2016-2028) FIGURE 025. RETAIL MARKET OVERVIEW (2016-2028) FIGURE 026. OTHERS MARKET OVERVIEW (2016-2028) FIGURE 027. NORTH AMERICA SOFT SKILLS TRAINING MARKET OVERVIEW BY COUNTRY (2016-2028) FIGURE 028. EUROPE SOFT SKILLS TRAINING MARKET OVERVIEW BY COUNTRY (2016-2028) FIGURE 029. ASIA PACIFIC SOFT SKILLS TRAINING MARKET OVERVIEW BY COUNTRY (2016-2028) FIGURE 030. MIDDLE EAST & AFRICA SOFT SKILLS TRAINING MARKET OVERVIEW BY COUNTRY (2016-2028) FIGURE 031. SOUTH AMERICA SOFT SKILLS TRAINING MARKET OVERVIEW BY COUNTRY (2016-2028)

Frequently Asked Questions :

The forecast period in the Soft Skills Training Market research report is 2022-2028.

The Ken Blanchard Companies., Center for Creative Leadership, Hemsley Fraser, Dale Carnegie & Associates Inc, CEGOS., CGS, New Horizons Worldwide, LLC., QA Ltd, Articulate Global, Inc., D2L Corporation, Skillsoft, MPS Interactive Systems Limited, The Insights Group Limited, NIIT, Pearson India Education Services Pvt. Ltd and edX Inc., and other major players.

The Soft Skills Training Market is segmented into Type, Delivery Mode, Application, and region. By Type, the market is categorized into Management & Leadership, Personal Development, Teamwork, and Others. By Delivery Mode the market is categorized into Regular/Offline, Online. By Application, the market is categorized into BFSI, Manufacturing, Hospitality, Healthcare & Pharmaceuticals, IT & Telecom, Retail, and Others. By region, it is analyzed across North America (U.S.; Canada; Mexico), Europe (Germany; U.K.; France; Italy; Russia; Spain, etc.), Asia-Pacific (China; India; Japan; Southeast Asia, etc.), South America (Brazil; Argentina, etc.), Middle East & Africa (Saudi Arabia; South Africa, etc.).

Soft skills refer to a fusion of people and communication skills, attitudes, personality traits, career preferences, and social and emotional intelligence. People tackle professional training to improve these skills and negotiate the professional environment to reach personal and business goals.

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Market Research Analyst skills for your resume and career

A market research analyst needs a range of hard skills to excel in their role. These include data analysis, data collection, market trends, and statistical analysis. According to Dr. Jackie Gallagher , Associate Professor and Chair at the University of Mary Washington, "the ability to find good, reliable, information, to be able to do research, to think critically, and to assess information critically" is also crucial. This includes the ability to use tools like SQL and SPSS.

In addition to hard skills, a market research analyst also needs to possess soft skills. According to Dr. Robert Gowdy , Associate Professor at Virginia Commonwealth University, "companies want to hire people who can be productive immediately." This means that a track record of work in the exact area the company is hiring for is essential. Dr. Charlotte Kunkel , Professor of Sociology at Luther College, also emphasizes the importance of critical thinking and analysis, saying that employers will be looking for skills to evaluate evidence and offer solutions.

15 market research analyst skills for your resume and career

1. powerpoint.

PowerPoint is a presentation software developed by Microsoft. Market research analysts use PowerPoint to present their findings to clients and senior staff. They create presentations using charts, graphs, and other visual aids to illustrate their data. As Dr. Glenn Whitehouse , Associate Dean and Associate Professor at Florida Gulf Coast University, puts it, "Learn workplace technology. ... [L]earn those applications like the philosopher you are. Anyone can learn what the buttons do on PowerPoint, but not everyone understands the principles of an effective presentation."

• Prepared reports, interpreted results and communicated findings using Excel and PowerPoint for client presentations and senior staff speaking engagements.
• Translated statistical data into strategic, relevant, concise and insightful PowerPoint data stories and presented to stakeholders.
• Capgemini Jobs (157)
• Ernst & Young Jobs (129)
• Wismettac Asian Foods Jobs (108)
• Oracle Jobs (77)
• Yahoo Jobs (74)

2. Data Analysis

Data analysis is a process of examining data sets to draw conclusions or identify patterns. Market research analysts use data analysis to provide full research services, conduct in-depth analysis of consumer data, and track trends. They also use data analysis to evaluate market trends and strategies. Stephen A. Matthews Ph.D. , Liberal Arts Professor of Sociology at Pennsylvania State University, highlights the importance of data analysis for market research analysts, saying, "I hope our Ph.D. graduates have both soft skills (e.g., people skills, communication (writing/speaking), team science/work skills, critical thinking skills) as well as the technical skills (e.g., data analysis, data visualization, data ethics, IRB experience, etc.)."

• Provided full research services for business-to-business and business-to-government data analysis on federal, state and local business and IT needs.
• Performed data analysis and supervision of data tabulation as well as supervised interviewers in recruiting and fielding of interviews.

SPSS is a statistical software that helps analyze and manage data. Market research analysts use SPSS to conduct primary research and analyze results. They also explore and mine data using SPSS to provide consumer insights that drive marketing strategy. For instance, they use SPSS to assess data quality, diagnose issues, and create cross-tab reports for clients. They also train new hires on SPSS usage, syntax, and quality control.

• Analyzed data using descriptive and inferential statistics using multivariate techniques and SPSS Statistics software.
• Conducted primary research of aftermarket warranty products and analyzed results using SPSS.

4. Market Research

Market research is the process of gathering and analyzing data to understand market trends and customer needs. Market research analysts use market research to obtain information about customers, competitors, and market conditions. They analyze this data to identify opportunities, develop marketing strategies, and make informed business decisions. They may conduct primary research by surveying customers, or they may use secondary sources like industry reports and market studies. They then present their findings to management and other stakeholders to help drive business growth.

• Utilized primary and secondary sources of market research data to provide actionable information used to increase advertising sales and circulation.
• Developed research projects for specific business issues - integrated market research information into company system to develop new leads.

5. Data Collection

Data collection is the process of gathering information from different sources. Market research analysts use data collection to perform research analysis, develop effective questionnaires, and automate data collection to achieve objectives. They also conduct extensive market analysis based on demographic and primary/secondary consumer data collections. They supervise and monitor data collection for large corporate research studies and coordinate data collection for use in publications and by colleagues. They even design innovative data collection techniques, like using social media to court customers.

• Performed regular data collection and analysis using Microsoft Excel and stored information for use in publications and by colleagues.
• Developed data collection, analysis and reporting of clinical pathways, patient satisfaction data and financial data

6. Market Trends

Market trends are patterns that emerge in a market over time, such as changes in consumer behavior or preferences. Market research analysts use market trends to better understand their target audience and the competitive landscape. They analyze data to identify trends, synthesize secondary research, and monitor economic, political, social, and regulatory perspectives. By doing so, they can provide key insights and recommendations for their organization's marketing strategy. They also use market trends to evaluate investment opportunities and predict future market movements. For example, a market research analyst might analyze data on consumer goods distribution to understand market trends and make recommendations for investments.

• Analyze comprehensive commercial real estate information on buildings and development across major regions to better understand capital market trends.
• Research, analyze, and prepare reports of international/domestic lumber market trends and fluctuations for submission to executive management.

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7. product development.

Product development is the process of creating and improving a product. Market research analysts use product development to discover new opportunities and improve existing products. They gather quantitative and qualitative data on competitors' products, financial models, and user satisfaction to guide product development. They also analyze data to help product management and project management departments set directions for designing new features. For example, they might conduct conjoint surveys to evaluate new product development and present the results to C-level executives.

• Conducted quantitative and qualitative research to discover competitor product development, financial models, and user satisfaction to isolate market opportunities.
• Created Feasibility Summary for new product development to include Technology Readiness, Manufacturing Capabilities, Resources and Expertise.

8. Analyze Data

To analyze data is to examine and interpret data to draw useful conclusions. Market research analysts use analyze data to gain insights into consumer behavior, identify trends, and assess the effectiveness of marketing strategies. They use statistical methods to analyze data and extrapolate information, collect data from various financial sources, and present their findings to clients. For instance, they might analyze data obtained from focus groups, one-on-one interviews, and research to understand the preferences and needs of their target audience.

• Used statistical methods to analyze data and extrapolate information that was used in production processes and in marketing and advertising campaigns.
• Analyze data and perform calculations and modeling for customized and syndicated projects.

9. Primary Research

Primary research is collecting original information directly from a target audience, often through surveys, focus groups, or interviews. Market research analysts use primary research to identify customer satisfaction and distribution channels, summarize secondary research reports for executives, and optimize sampling and data appends for studies. They may also analyze data to inform future business strategy, set target indicators for customer loyalty, and understand treatment algorithms.

• Designed primary research for focus groups, surveys and public opinion polls to identify customer satisfaction and distribution channels.
• Conducted primary research, both qualitative and quantitative, and summarized secondary research reports for distribution to university executives.

SQL is a programming language used for managing data held in a relational database. Market research analysts use SQL to create reports and analyze data. They use SQL to extract data from databases, identify trends, and investigate unexpected results. They also use SQL to automate manual processes, such as developing pre-approval packages for loan reviews.

• Retail Portfolio Analysis: Developed/Executed SQL statements to create Retail Customer Portfolio Analysis reports by market.
• Maintain competitor location data in SQL Server databases by updating and maintaining data from vendors and other sources.

11. Market Analysis

Market analysis is the process of researching and analyzing market conditions to gain insights into consumer behavior, industry trends, and competitive activity. Market research analysts use market analysis to identify potential investment opportunities, gather information on consumer demographics, and inform product positioning and forecasting. For example, they might conduct research on federal and state regulations to determine career paths and potential student demographics, or collaborate with marketing specialists and account executives to obtain high-quality market analysis. They also use various computer software to conduct complex market analysis and create detailed reports for internal and external clients.

• Performed market analysis of Federal and State regulations involving requirements of expected career paths and potential student demographics in varying locations.
• Conducted research and market analysis for strategic business opportunities through federal research labs and tier one defense industry suppliers.

12. Strong Analytical

Strong analytical skills are the ability to gather and analyze data to make informed decisions. Market research analysts use strong analytical skills to evaluate various portfolio characteristics, maintain sector databases and financial models, research and retrieve loan documentation, and manage and execute market research projects. They leverage these skills to problem-solve and communicate their findings effectively.

• Utilize strong analytical skills and database skills to create performance metrics and evaluate various portfolio characteristics, primarily using Excel spreadsheets.
• Leverage strong analytical and problem-solving skills.

13. Project Management

Project management is the process of planning and overseeing the execution of a project. Market research analysts use project management to support research activities, develop and analyze reports, and maintain client relations. They also use it to manage their work with external vendors, business development opportunities, and sales divisions. As Shalini Gopalkrishnan , Visiting Professor at Menlo College, puts it, "project management, data science, human resources, and supply chain management are needed now."

• Support research activities for syndicated and single client consulting research projects including project management, analysis and presentation development.
• Project management and documentation of training manual procedures for Fixed Income work with query analysis reports.

14. Research Findings

Research findings are the results of a study or investigation. Market research analysts use research findings to develop reports, recommend strategic initiatives, and communicate with clients and colleagues. They analyze raw data and present their findings to senior managers. They also use research findings to determine the appropriate marketing course of action for products and services, and to help stakeholders make sound decisions.

• Applied qualitative and quantitative techniques to interpret data, develop reports, and generate substantiated recommendations based on research findings.
• Proposed and defined strategic initiatives based on research findings to senior management and product teams.

15. Statistical Analysis

Statistical analysis is the process of using statistical methods to summarize and draw conclusions from data. Market research analysts use statistical analysis to identify market trends, understand consumer behavior, and predict the effectiveness of marketing campaigns. They use statistical methods to analyze data from surveys, focus groups, and other sources, and then use that information to provide insights to their clients or employers. For example, they might use statistical analysis to identify which demographics are most likely to respond to a particular marketing campaign, or to determine whether a particular product or service is likely to be successful in a given market.

• Conduct insight derivation through profiling, market segmentation, identify target market and create customer promotions using multiple statistical analysis procedures.
• Reduce process complexity in customer behavior prediction through statistical analysis of client data and the creation of innovative tools.

12 Market Research Analyst Resume Examples

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List of market research analyst skills to add to your resume

The most important skills for a market research analyst resume and required skills for a market research analyst to have include:

• Data Analysis
• Market Research
• Data Collection
• Market Trends
• Product Development
• Analyze Data
• Primary Research
• Market Analysis
• Strong Analytical
• Project Management
• Research Findings
• Statistical Analysis
• Quantitative Research
• Financial Analysis
• Competitive Analysis
• Market Research Data
• Market Research Studies
• Qualitative Research
• Competitive Intelligence
• Business Development
• Market Intelligence
• Swot Analysis
• Real Estate
• Survey Data
• Statistical Data
• Quantitative Analysis
• Internal Clients
• Pivot Tables
• Competitive Landscape
• Consumer Insights
• Research Results
• Google Analytics
• Competitor Analysis
• Business Plan
• Customer Demographics
• Product Demand
• Market Size
• Buying Habits
• Target Market

Updated February 16, 2024

Editorial Staff

The Zippia Research Team has spent countless hours reviewing resumes, job postings, and government data to determine what goes into getting a job in each phase of life. Professional writers and data scientists comprise the Zippia Research Team.

Market Research Analyst Related Skills

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This soft skill is the new Harvard degree, says expert: It’s ‘the biggest competitive differentiator’

There's no shortage of stories about how technical skills in IT, software and data are in high demand and can command a handsome six-figure salary .

But according to one LinkedIn expert, one particular soft skill may be as coveted as an Ivy League education.

Given the fast-changing world of business, hiring managers "want to look for growth mindset," says Aneesh Raman, a vice president and workforce expert at LinkedIn. "This is the new degree, the way that you've been looking for a Harvard degree."

A growth mindset , coined by psychologist Carol Dweck, is the idea that you can continue to improve your abilities, talents and knowledge over time by learning through new experiences. The opposite is having a fixed mindset that you can't improve on your skills.

The advice to prioritize continual learning and development is especially crucial to young professionals today who may one day end up in roles that don't yet exist, Raman says. For example, LinkedIn recently identified fast-growing jobs on the rise in 2024 — including chief growth officer and sustainability analyst — many of which didn't exist  20 years ago .

Developing a growth mindset involves setting challenging goals for yourself, taking risks and seeking feedback and coaching from others, Shekhinah Bass, Goldman Sachs' head of talent strategy, previously told CNBC Make It .

How you respond to feedback is especially important, she says: "Feedback can help you identify your blind spots, so you can shift or change how you're showing up in certain work situations. With a growth mindset, you will see those blind spots as things that are within your control to improve." 

Having a growth mindset is essential to achieving goals, gaining skills, viewing failures as learning opportunities and developing positive changes in your life, according to research .

And it could give you an advantage in the hiring market. To demonstrate a growth mindset in an interview, express your enthusiasm for learning on the job and working with the manager to grow as a valuable team member.

"You've got to get excited about learning as an individual," Raman says. "The biggest competitive differentiator a young grad can have is internalizing the idea that they're going to be learning for the rest of their life and getting excited about it."

Want to land your dream job in 2024?  Take  CNBC's new online course How to Ace Your Job Interview  to learn what hiring managers are really looking for, body language techniques, what to say and not to say, and the best way to talk about pay.

Plus,  sign up for CNBC Make It's newsletter  to get tips and tricks for success at work, with money and in life.

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Soft skills and their importance in the labour market under the conditions of Industry 5.0

Michaela poláková.

a Department of Management, Faculty of Management, Comenius University Bratislava, Slovakia

Juliet Horváthová Suleimanová

Peter madzík, lukáš copuš, ivana molnárová.

b Profesia, spol. s r.o., Bratislava, Slovakia

Jana Polednová

Associated data.

The authors do not have permission to share data.

The profound ramifications stemming from a multitude of global events and the ongoing progression of the fourth and fifth industrial revolutions necessitate a broadening of skillsets beyond the mere acquisition of technical and digital proficiencies. The practical, intelligent, responsible, and sustainable utilisation of technologies relies exclusively on human agency. Such employment necessitates a type of cognitive processing that machines find arduous, emphasising the importance of aligning human reasoning with machine intelligence. The significance of digital skills is widely acknowledged within the framework of cultivating suitable sets of employee abilities. Nonetheless, it is imperative to underscore the importance of human skills as they remain irreplaceable by robots. Furthermore, the labour market acknowledges and rewards these skills owing to their capacity to confer flexibility and adaptability, thereby embodying the competing attributes of the future workforce. In light of the prevailing circumstances outlined in Industry 5.0—characterised by an amplified utilisation of technologies and diminished interpersonal interactions resulting from the pervasive impact of the Covid-19 pandemic—this study seeks to provide a theoretical description of the significance of soft skills and their categorisation, while investigating the practical demand for such skills. The dataset used in this study encompasses information pertaining to skill prerequisites extracted from job posts published on a job portal over five years, encompassing 19 000 distinct organisations. The findings of our study revealed that within technologically driven domains, there is a discernible demand for soft skills, such as critical and analytical thinking, problem-solving, communication skills, and creativity with flexibility. Furthermore, our results indicate that individuals must possess balanced proficiency in both soft and digital skills to thrive in a future characterised by technological advancements.

1. Introduction

Recently, a series of notable global events, such as the coronavirus pandemic and conflict in Ukraine, have underscored the susceptibility of organisations and economies; thus, necessitating a prompt adjustment to the altered circumstances and the acclimatisation to what has been coined as the “new normal” [ 1 , 2 ]. It is increasingly unlikely that world operations will revert to their original trajectories. One of the answers to these challenges can be progressive management techniques based on resilience, sustainability, and human-centrism, which are elements of the Industry 5.0 concept [ 3 ], and following digitalisation as part of the Industry 4.0 concept [ 4 ]. Nevertheless, recognising the importance, an individual within every organisation must adapt to navigate these novel circumstances effectively is crucial. This adaptation primarily entails the acquisition and utilisation of the requisite soft skills necessary to operate within the unique socioeconomic framework of each respective organisation [ 5 ].

Industry 5.0, a further industrial revolution, is an improved version of Industry 4.0. The main idea of Industry 4.0 is ‘Smart Manufacturing for The Future’, which increases productivity using innovative technology. In 2011, Industry 4.0 was publicly introduced in Hannover. The integration of advanced technologies, such as virtual and augmented reality, smart factories, ambient intelligence [ 6 ], artificial intelligence (AI), big data, and cloud computing, serves as a means to achieve the objective of smart manufacturing, as advocated by the principles outlined in Industry 4.0.

Notwithstanding its transformative potential, Industry 4.0 encounters certain challenges that necessitate resolution, including human costs incurred due to process optimisation and insufficient environmental consciousness [ 7 ]. Among the prominent challenges confronted by Industry 4.0 lies the question of effectively managing the role of human resources within the context of the ongoing digital revolution [ 8 ]. New technology could escalate labour shortages, reduce human work, and allow organisations to allocate human resources to higher value-added capacities. The digital revolution, characterised by the imperative for dynamic competencies and the acquisition of knowledge and expertise from external sources, holds profound significance and warrants careful consideration of human resource management [ 9 , 10 ].

Therefore, the concept of Industry 5.0 provides a different focus and nests with the Industry 4.0 approach in a broader context. This highlights the importance of research and innovation in supporting the long-term services of an industry. It provides regenerative purposes and directionality for the technological transformation of industrial production, considering humanity and people-planet-prosperity [ 3 , 11 ].

The human-centred approach embodied by Industry 5.0, advocates the advancement and utilisation of emerging technologies, such as the integration of networked sensors, cobots, knowledge and skill transfer between digital systems and their physical counterparts, as well as deep learning and machine learning. These technological advancements aim to compensate for the absence of human involvement in diverse processes. The acknowledged collaboration between machines and humans within the framework of Industry 5.0 emphasises the essential role of the human factor. While humans are present in the process, the Fifth Industrial Revolution will pair humans and machines to utilise human brain power and creativity to increase process efficiency by combining workflows with intelligent systems. Rather than using emergent technology as a starting point and examining its potential to increase efficiency, a human-centric approach places core human needs and interests at the heart of the production process. Instead of asking what we can do with the new technology, we ask what technology we can use [ 12 ]. Machines surpass humans in pattern identification, recognition, data processing, and search [ 13 ].

Nevertheless, we must ensure that technology is used for social welfare purposes. Accordingly, skills encompassing emotional intelligence, resilience, empathy, creativity, and critical thinking will emerge as crucial proficiencies for cultivating a productive and adept workforce poised to meet future demands. Furthermore, a potential approach to addressing this complex issue is the delineation of roles in human-machine interactions. Humans excel in areas, such as interpersonal interactions, intuition, and complex decision-making. Although humans and machines may arrive at the same answer, their distinct thinking processes result in different paths to reach a conclusion. Tasks that require contextual understanding, situational awareness, and interpretation related to culture, history, and social norms are those where humans are superior to machines. The interpretation of machine-generated answers, presented as probabilities in terms of quality, correctness, magnitude, or significance, requires human judgement. Such a contextual interpretation is intrinsic to soft skills, which involve a level of thinking and contextual understanding that machines are incapable of [ 14 , 15 ].

Moreover, skills and tasks that are not easily replaceable by automation tend to be complemented by automation, whereas social interactions have proven challenging to automate. For instance, our capacity to comprehend and respond to others relies on tacit knowledge, an area where computers still struggle to serve as adequate substitutes, especially in tasks in which programmers lack a complete understanding of all governing rules and variables [ 16 ]. The necessity of soft skills creates a demand for employees who possess an appropriate set of skills, thereby constituting a noteworthy challenge for individuals and organisations operating in novel and evolving circumstances.

In their study, Müller et al. [ 17 ] identified employee qualifications and acceptance as significant barriers to adopting Industry 4.0 and 5.0 solutions. These barriers include employees' anxieties, fears, concerns, and a lack of know-how.

In the context of rapidly advancing technology, numerous studies and research endeavours have concentrated on enabling technologies, their utilisation, and the necessity for digital skills that facilitate and support work in highly technological environments. However, only a few publications have directly established the significance of soft skills in such contexts. The human-centric orientation of Industry 5.0, characterised by human-robot collaboration and the demand for a skilled workforce, represents a major challenge, necessitating the identification of soft skills that contribute to the cultivation of a competent and employable workforce capable of functioning not only effectively but also responsibly and sustainably.

In light of the specific conditions discussed within the visions of Industry 5.0, this article aims to provide a theoretical delineation of the role of soft skills and their categorisation, while simultaneously investigating the practical demand for such skills. This study aims to address the following research questions.

• (RQ1) What is the theoretical perception of soft skills in the context of Industry 5.0?
• (RQ2) How can soft skills be categorised based on theory and practice?
• (RQ3) Which categories of soft skills are in high demand in practice?

To achieve these objectives, we conducted an extensive review of the existing literature on Industry 4.0 and 5.0, specifically focusing on references to soft skills and their significance for employers. Additionally, we have carried out an analysis to map the demand for the identified categories of soft skills spanning from 2017 to 2021.

Our paper presents a comprehensive examination of soft skills, drawing upon diverse definitions from the existing literature to foster a comprehensive understanding of this term from multiple perspectives. We discuss the significance of soft skills for employers seeking a competent workforce capable of effectively navigating the challenges arising from transformations in the workplace driven by the ever-increasing utilisation of technology.

Concerning the specific conditions discussed in Industry 5.0 visions, we identified the soft skills that are now addressed as the soft skill gap in the labour market. With the advent of Industry 5.0 approaches, the significance of these soft skills is expected to increase. Therefore, developing a skilled workforce requires identifying key skills to create adequate education and training programs.

This article presents evidence highlighting the strong demand from employers for soft skills compared to digital skills. Moreover, it emphasises the growing recognition of the vital importance of soft skills, as evidenced by the increased demand for these skills in the labour market. The significance of soft skills and the need for their development continue to grow. Focusing on soft skills within the realm of Industry 5.0 is necessary in this emerging era. This study contributes to the advancement of theoretical understanding by providing a deeper comprehension of their significance for individual and organisational success. Furthermore, it illuminates the potential practical implications for organisations, including designing and implementing skill development and training programs, refining recruitment strategies, optimising leadership practices, refining human-machine interactions, and promoting employee well-being initiatives.

2. Materials and methods

As previously mentioned, the escalating dynamic and technical nature of the environment, along with the increasing level of human-machine interaction, highlights the necessity of effectively managing both technology and people. The skills component emphasises the significance of digital skills and soft skills. The envisioned conditions of Industry 5.0 underscore the indispensability of adopting a human-centric perspective, which should be duly acknowledged because of the imperative role played by human factors in highly digitalised lifestyles and work environments. Moreover, global pandemics have stimulated the extensive utilisation of technology within organisations and brought about significant transformations in work and working conditions, where technology plays a crucial role.

Given that social skills are frequently undervalued compared to digital skills, which are often perceived as essential in the digital era, our focus is on assessing the significance of soft skills from employers’ perspectives. The primary research design employed in this study was descriptive and aimed to provide a comprehensive overview of the current demand for soft skills among employers.

This study has three research questions. Below is a list, along with the corresponding methodologies employed to address each question ( Fig. 1 ).

Research methodology

Source: own creation.

2.1. Research question 1 (RQ1): what is the theoretical perception of soft skills in the context of industry 5.0?

To describe the role of soft skills under envisioned conditions of Industry 5.0, we conducted a literature review to assemble relevant information on the topic. ‘Preferred Reporting Items for Systematic Reviews and Meta-Analyses’ [ 18 ] was applied to ensure a systematic approach to the literature review, which consisted of three steps: identification, screening, and inclusion. In the identification phase, the Web of Science database (WoS) was the primary source of information used to answer RQ1 (Part 3). We searched for the terms: ‘soft skills’ OR ‘social skills’ AND ‘industry ?0’ OR ‘human-machine coworking’ OR ‘human-machine cooperation’ AND ‘labour market’. We have enclosed the terms in quotation marks to find the exact phrase. We used truncation to find Industry 4.0 and Industry 5.0, as some of the ideas within these concepts overlap, and to find the different spellings of labour/labour market in American and British English. Additional terms represent one of the main situational characteristics of the recent industrial revolutions. We selected and evaluated WoS documents as follows: documents with Open Access, publication years of 2016–2022, and English language. We obtained 877 documents from WoS. After selecting articles with more than five citations and reading the titles and abstracts, 279 documents related to the research questions were selected. The selected documents were analysed using the VOSviewer software tool to create a keyword co-occurrence map based on bibliographic data ( Fig. 4 ).

Visualisation of author keywords co-occurrence network (own research based on the publications indexed in WoS)

Source: own research.

Studies identified via other methods comprised records from books dealing with future skills (n = 4), organisations (reports of European Commission, World Economic Forum, World Bank, International Labor Organisation) (n = 6), and articles via citation searching (n = 4). Fig. 2 shows the flow diagram for applying PRISMA to the literature review.

Result of applying PRISMA to the literature review

In the screening phase, 173 records were excluded after reading the titles. In total, 106 records were assessed for eligibility, wherein the eligibility criteria included soft skills, and conditions of Industry 5.0. Soft skills relevant to Industry 5.0 in the labour market context, employers' demands, and requirements for soft skills, were derived from Industry 5.0 conditions. Therefore, the reasons for report exclusion were as follows: 1) soft skills concerning conditions of Industry 5.0 were not mentioned; and 2) there was no relation between the derived soft skills and labour market or employers needed to be mentioned (employability, upskilling, reskilling, and demanded skills from the employer's perspective). After the exclusion of 71 reports, 35 eligible studies were included in the literature review.

2.2. Research question 2 (RQ2): how can soft skills be categorised based on theory and practice?

To address this research question (Section 3.2 ), an analysis was conducted on the dataset obtained from the Slovak Job Portal, Profesia. sk. The dataset comprises information on the skills demanded by 19 000 organisations over five years, from 2017 to 2021 ( Table 1 ).

Number of organisations in the research sample.

The dataset contains 3461 different soft skills, and 12 948 different digital skills required by employers. First, skill terms were obtained from the data provider. We then recoded them to clearly distinguish basic and advanced digital skills and categories of soft skills that we identified as relevant and applicable to a wide range of job positions under the conditions of Industry 5.0, based on our literature review.

2.3. Research question 3 (RQ3): which categories of soft skills are in high demand in practice?

To address this research question (Section 3.3 ), we analysed the same dataset provided by the Slovak job portal Profesia. sk. The dataset analysed in this study encompasses aggregated data on work positions and the corresponding skills demanded by 19 000 organisations in their job advertisements over five years from 2017 to 2021. After coding the skills, descriptive statistics were used to calculate frequencies. The analysis of the demand for the surveyed skill categories in specific industries involved the use of Pearson's chi-square test to examine the interrelationships between individual industries and job positions. This test is one of the appropriate tests for analysing categorical variables [ [19] , [20] , [21] ]. We compared observed values of the nominal variable (such as specific job offers, job offers in different fields, and required skills) within a specified year (an ordinal variable) and the corresponding expected values. The frequencies of individual job offers or skills were processed and tested using contingency tables.

3.1. Skills in theory

3.1.1. (rq1) what is the theoretical perception of soft skills in the context of industry 5.0.

One of the challenging issues in exploring soft skills is the difference in the definitions and conceptualisations of soft skills. For instance, multiple definitions of soft skills exist, and they are often used interchangeably with other terms such as ‘competence’, ‘competency’, and ‘competencies’ [ 22 ] or are referred to as ‘social skills’, ‘people skills’ [ 23 ], and ‘interpersonal skills’ [ 24 ]. In our study, soft skills are viewed as the constituent elements of competencies, as illustrated in Fig. 3 . This figure shows the theoretical and conceptual models proposed by Marin-Zapata et al. [ 22 ]. Developing competencies, including soft skills, is necessary for improving job performance. The development of soft skills depends on the interaction between individual innate traits (i.e. personality and abilities) and contextual factors. In organisational settings, the interaction between soft skills and training programs appears to be vital for enhancing employees' job performance. Within these contextual factors, we focus on changing jobs and work conditions regarding the envisioned conditions of Industry 5.0.

Conceptual perception of soft skills

Source: adapted from Marin-Zapata, 2022.

Our perspective stems from the ideas of dynamic capabilities and the resource-based view arising from the knowledge-based view, which proposes that the knowledge base serves as a source of sustainable differentiation and, thus, a competitive advantage [ 25 ]. The dynamic capabilities theory suggests that organisations constantly modify their resource-base needs in a dynamic environment [ 26 ]. Some primary forms of knowledge in the organisational context reside in individuals [ 27 ]. For example, organisations deal simultaneously with tacit and explicit knowledge, where tacit knowledge refers to human acts such as creativity, communication, guesswork, assumptions, education, and learning [ 28 ]. Therefore, the role of individuals as antecedents of dynamic capabilities must be considered.

Human intellectual capital determines the building of dynamic capabilities that enable an organisation to adapt to radical technological changes [ 29 ]. Nieves and Haller [ 30 ] suggest that a higher level of knowledge, skills, and experience gives individuals a more remarkable ability to acquire and apply new and valuable knowledge, thus encouraging the renewal of an organisation's resource base. They propose that human capital can positively influence an organisation's ability to develop dynamic sensing, learning, integration, and coordination capabilities. Sensing is the capacity to detect, interpret, and pursue opportunities in the surrounding environment. Learning involves updating the existing operational capabilities by acquiring new knowledge. Integration encompasses the aptitude to merge personal knowledge with a unit's newly acquired operational capabilities. Coordination entails organising and deploying tasks, resources, and activities within the context of new operational capabilities.

Human abilities related to sensing, learning, integrating, and coordinating activities are also represented by soft skills expected to be in high demand in evolving and technologically vibrant environments under Industry 5.0 [ 31 ]. Following a human-centric perspective within Industry 5.0, we focus on the importance of soft skills and explore how their perception in the labour market compares with digital skills. Soft skills are a set of socioemotional capacities and skills that people use in interactions and are crucial to achieving personal and work success [ 32 ]. Soft skills are non-technical and non-reliant on abstract reasoning involving interpersonal and intrapersonal abilities to facilitate mastered performance in particular social contexts [ 33 ]. Parlamis and Monnot [ 34 ] suggest using the term CORE skills instead of ‘soft skills’ to clearly declare the value of soft skills. The authors suggest the acronym ‘CORE Competence in Organisational and Relational’ as a means to effectively distinguish and represent the significance of all non-technical social skills in the workplace. This epitomises the fact that skills contributing to success in modern organisational life are both relational and organisational. The authors also envision this new acronym to be on par with the STEM acronym (S = Science, T = Technology, E = Engineering, and M = Math), which is associated with rather difficult technical skills. In ILC.109/Report VI [ 35 ], the term ‘STEAM’ adds the fifth soft element, ‘arts’, to the four elements of the original term ‘STEM’, highlighting the importance of creativity and innovation for future jobs.

To answer RQ1, we provided a literature review using bibliographic data from the Web of Science database. We conducted keyword analysis to summarise the thematic flow of the knowledge prevailing among researchers. Using VOSviewer version 1.6.18, we generated a keyword co-occurrence network ( Fig. 4 ). Initially, 1669 keywords from a list of 279 papers. The keywords were limited to at least five occurrences; of the 1669 keywords, 42 met the threshold criteria. The keywords were grouped into seven clusters. Each cluster is represented by a different colour, with a total link strength of 326. The network visualisation of the keyword co-occurrence network generated in VOSviewer shows that ‘soft skills’ is a largely studied concept, followed by ‘education’, ‘higher education’, and ‘employability’. These key topics are discussed in the following sections.

3.1.1.1. Soft skills and education/higher education

The critical role of soft skills is discussed in general or engineering education in Industry 4.0 and is perceived as a lower stage of Industry 5.0 [ 12 , 36 , 37 ]. Regarding soft skills development, the authors emphasise the role of educational institutions (schools and universities) and learning methods, such as active learning, e-learning, and experiential learning, in developing these skills. Soft skills promoting teamwork, communication, collaboration, and leadership, are among the most common.

Soft skills are commonly recognised as essential components of the skill set required for future employment. Vocational education institutions and universities must anticipate and adapt to the evolving educational needs of society as they transition into a cyber-physical world. Progressive digitalisation in the everyday lives of humans requires new skills from both users and designers in the cyber-physical world [ 38 ]. Therefore, the authors discuss the importance of higher education institutions in their acquisition and development [ 39 ].

To meet this era's challenges, graduates must become proficient in 21st-century workplace skills, namely critical thinking, problem-solving, communication, collaboration, creativity, and innovation [ 40 ]. 21st-century skills are those that increasingly demand creativity, perseverance, and problem-solving, combined with performing well as part of a team. According to Ref. [ 41 ], Pink [ 42 ] reminds us of future calls for proactive and creative individuals.

The importance and need for soft skills move from developing these skills within education and graduates' preparation for successfully entering the labour market [ 32 ] through reskilling and upskilling the workforce to following changing workplace conditions and employers’ needs. Educational efforts also play an essential role in mediating the needs of industry and research [ 43 ]. Furthermore, the cultivation and enhancement of soft skills play a pivotal role in fostering a proficient workforce capable of establishing positive social connections, facilitating personal and professional growth, and effectively adapting to dynamic changes [ 44 ].

3.1.1.2. Soft skills and employability

Another significant observation derived from the network was the correlation between transversal skills and employability. The European Union places great importance on ensuring the employability of a digitally skilled workforce as a vital objective for promoting its growth. In a more digitalised world, new ways of thinking will result in new ideas and changes in the market and society, and people must be able to transition from one job to another [ 31 ]. In this context, the authors utilise the term ‘transversal skills’ to encompass soft skills such as flexibility, adaptability, and interpersonal abilities, enabling individuals to effectively collaborate in teams, communicate efficiently, and solve problems adeptly [ 45 ]. These transversal skills [ 46 ] are considered to be essential.

The importance of skills is also acknowledged in relation to human-machine interaction within the challenges of Industry 5.0. The extensive array of application areas for robotic systems, for instance, necessitates the development of new multidisciplinary skills in response to growing demand. Rapid technological development underlines the importance of soft skills such as communication, self-motivation, and the willingness to learn [ 47 ]. Software production also involves human components that require problem solving, analytical thinking, communication, and cognitive reasoning [ 48 ]. The existence and need for any social interaction in society and organisations, even in conditions with intense use of advanced technologies and human-machine interactions, calls for soft skills. Soft skills hold significance because of the inherent nature of reading and responding to signals from others, which occur unconsciously and have evolved in humans over the millennia. Proficiency in social settings involving non-routine interactions lies at the core of human advantage over machines [ 49 ].

Robots and automation cannot work without human involvement, and oversight also reflects European Union policies that involve all member states in developing and leveraging public funds to reskill the workforce to avoid job losses caused by digital transformation. Digital European reports highlight the need for significant reskilling and upskilling in more than half of the working European population [ 50 ]. Furthermore, digital and soft skills are in high demand in the future.

Advancements in technology and digitalisation are expected to have a profound impact on the labour market. An individual's position within this evolving market significantly influences their employability, which is closely intertwined with their ability to adapt to changing circumstances [ 51 ]. Technology is changing the skills being rewarded in the labour market by emphasising the soft skills that robots cannot replace [ 52 ]. Table 2 presents the top 10 skills for 2025 [ 31 ], accompanied by their categorisation based on the skill classification discussed in our article.

Top 10 skills for 2025 with added surveyed classification of skills.

Source: adapted from WEF Report, 2020.

Skills mismatch is an essential dimension of labour market disequilibrium [ 53 ] and significantly affects future equilibrium [ 54 ]. The discrepancy between employer demand and workforce supply of soft skills became a central issue in Industry 5.0 [ 37 , 43 ]. This skill gap is already a reality faced by employers. New conditions under Industry 4.0 and 5.0 lead to the emergence of new economic activities, production processes, business models, products, and services, which are expected to cause structural shifts in future work, and consequently, skill demand. As jobs become more interdisciplinary and skills and information become more intensive and innovation-oriented, workers will need a combination of core and specialised technical skills to move across occupations.

The emergence of new jobs in the coming years has addressed the significant skill gap. Consequently, employees must reskill or upskill themselves to manage these gaps [ 55 ].

The World Economic Forum estimates that by 2025, 85 million jobs may disappear owing to the division of labour between humans and machines, and 97 million new roles that are more adapted to the new division of labour between humans and machines may emerge. In addition, skill gaps will remain high because of changes in in-demand skills across jobs over the next five years. The top skills employers see rising by 2025 include critical thinking and analysis, problem-solving, active learning, resilience, stress tolerance, and flexibility. Companies estimate that approximately 40% of employees require reskilling for six months or less, and 94% of business leaders expect employees to acquire new skills on the job [ 31 ].

Within the context of rapid technological advancements, numerous studies and research efforts have concentrated on enabling technologies, their utilisation, and the imperative for digital skills that enable and facilitate work in a profoundly technological environment. Nevertheless, there is a scarcity of studies explicitly establishing a direct connection between the significance of soft skills and such technologically driven environments. The human-centric focus of Industry 5.0, characterised by human-robot collaboration and the requirement for a highly skilled workforce, presents one of the primary challenges. In light of this, it is imperative to identify the soft skills that contribute to the formation of a competent and employable workforce capable of functioning not only effectively, but also responsibly and sustainably, both in their professional and personal lives.

Our literature review revealed that the most frequently mentioned soft skills addressed as highly demanded in the future are communication skills, problem solving, creativity, critical thinking, teamwork, and lifelong learning. The detailed results are presented in Annex A. In the labour market, these skills play a crucial role in the adaptability and flexibility of the workforce. Simultaneously, soft skills as core skills are a valuable part of these skills, regardless of the work position and industry field. From the perspective of Industry 5.0, the importance of digital skills is widely recognised. As a result, there is an increased interest in soft skills, yet there remains a need for comprehensive research on the relevant categories of soft skills. In addition, the reviewed studies highlight future research challenges, emphasising the necessity for a more extensive mapping of soft skills.

3.2. Taxonomy of skills

3.2.1. (rq2) how can soft skills be categorised based on theory and practice.

To answer RQ2, we recoded the skill terms from the data provider Profesia. sk to distinguish between basic and advanced digital skills and identified categories of soft skills. Table 3 illustrates the taxonomy of the skills studied.

Taxonomy of the surveyed skills.

The dataset contains the 3461 different soft skills required by employers. We clustered them into 16 categories of skills identified in our literature review as relevant to the conditions of Industry 5.0: Problem-solving skills, Communication skills, Organisational/Managerial skills, Teamwork, Leadership skills, Creativity, Analytical and Critical thinking, Value orientation, Flexibility, Initiative and Engagement, Learning skills, Well-being focused, Taking responsibility, Emotional Intelligence, and Persistence.

Problem-solving skills have always been central to adaptation but are more critical during rapid changes. The future will bring unprecedented challenges, and good ideas will be in high demand. Versatility, the ability to think in different ways, consider various options, and see different sides of the problem [ 47 ], lies at the heart of problem-solving skills [ 56 ]. Problems and conflicts in the future will become more complex, requiring a well-rounded thought of multidisciplinary approaches and collaboration across different areas of endeavour.

Communication skills entail discourse, dialogue, and strategic communication aspects, which serve the individual to communicate successfully and according to the individual situation and context in view of empathy for her/his own and others' needs [ 56 ]. It comprises presentation skills, negotiation skills, client communication, and active listening. The ability to communicate via Information Technology (IT) has become highly important as a significant part of communication shifted to written communication via email, chats, or social network comments [ 57 ]. However, interpersonal communication is crucial. It is a skill that is highly demanded by employers; it helps convey emotions, use nonverbal communication, and effectively negotiate, persuade, or solve conflicts. Machines, like chatbots, can handle straightforward communication but cannot fully communicate with humans [ 15 ].

Organisational/Managerial skills are the capacity to manage one's time and plan with others. With increased remote and hybrid work, fast-paced work, information overload, and never-ending distractions from emails, messages, or family members (when working from home), managing time and activities to complete all work duties on time has become an issue [ 57 ].

Teamwork. Collaboratively working in teams helps organisations cope with the problems and challenges stemming from industrial revolutions. It contributes to more creative and effective problem-solving, higher productivity, and better relationships; thus, positively impacting employee satisfaction, motivation, and engagement [ 57 ]. The importance of teamwork in the future will increase owing to changes in the conditions in which collaboration will rely more on digital tools. As hybrid and remote working arrangements become more prevalent, involving geographically dispersed team members and diverse teams comprising office workers, remote workers, contractors, and permanent team members, the importance of individuals capable of establishing and nurturing connections among team members and fostering a shared sense of purpose remains crucial. Digital transformation makes managerial work more complex, time-pressured, and collaborative [ 58 ].

Leadership skills. In the era of Industry 5.0, endeavours aimed at enhancing engagement, empowerment, and participation hold significant value. Given the human-centric focus of Industry 5.0, transformational and collaborative leadership behaviours are recognised as effective tools [ 55 ] to foster positive outcomes. In the era of Industry 5.0, the ability to influence individuals both within and outside an organisation is anticipated to be a highly sought-after skill. Various factors that shape the future of work, such as distributed teams, remote and hybrid work arrangements, complex tasks, and heightened diversity, indicate that leadership skills are crucial not only for individuals in traditional leadership roles but also for those who hold positions involving leading projects, teams, or departments [ 47 , 57 ].

Creativity. Machines can replace repetitive work [ 11 ]; however, creative processes remain challenging because of the inherent nature of these processes, in which the outcome is yet to be determined [ 49 ]. Work that requires making choices requires creativity and imagination. Creativity is improvisation in which there is limited time to deliberate what is right or wrong. Creativity is a play, which presents a challenge for machines as they lack the capacity for imagination. Creativity serves as a bridge between analytical and intuitive thinking, uniquely enabling minds to operate in both realms. In the future, both precision and errors will be required. This represents an ideal balance. Imperfections make people unique compared with machines. Mistakes allow us to expand our thinking and make discoveries that we were not looking for [ 15 , 44 ]; at the same time, creativity helps us solve problems.

Analytical and Critical Thinking. The ability to think critically will only become more pronounced in the future because we will constantly be forced to navigate through vast amounts of knowledge, and this flood of information shows no sign of abating. When critical thinking becomes inactive, we tend to adhere to certain thoughts or beliefs without understanding the underlying reasons. Consequently, we become more vulnerable to falling due to misinformation and the influence of clickbait [ 14 , 56 ].

Value orientation. Interacting with and utilising new technologies leads to ethical considerations. Organisations require employees to possess ethical awareness, enabling them to discern between right and wrong actions in using technology. This is a challenging issue if we must consider the impact of our decision on various stakeholders while deciding whether technology (e.g. using AI) contributes to welfare and brings value to those organisations, or to what extent technology should be involved in such decisions [ 15 , 57 ].

Flexibility. In future studies, these changes are expected to play more prominent and influential roles. New technologies and rising automation, the rapidly evolving pace of work, regular and vast business disruption, from extreme weather events to a global pandemic—all things individuals and organisations have had to cope with in recent years. The rate of change will likely continue to increase. Moreover, we must develop mental resilience to thrive amid constant change; flexibility and adaptability are key [ 57 ]. Farmers will become factory workers, factory workers as knowledge workers, and knowledge workers will, perhaps, become creative problem-solvers. The barn was exchanged for the factory, the factory for the office [ 15 ], and the office for any place the employee could work in, ranging from home to street work, satellite centres [ 59 ], or coworking centres. In addition to localisation, functional flexibility has emerged as a sought-after form of flexibility. The diverse range of skills functionally flexible employees possess empowers them to adapt to evolving work conditions and assume various job roles [ 55 ].

Initiative and Engagement. Initiative and performance competence refer to an individual's ability to motivate himself/herself and his/her wish to contribute to achievement. Persistence and goal orientation form the motivational bases of performance. A positive self-concept also plays a vital role as it attributes success and failure; thus, performance motivation does not decrease. High intrinsic motivation, initiative, and willingness to perform can continue to prevail in the highly emergent context of action even with newly formulated objectives [ 56 ].

Learning skills enable individuals in highly emergent contexts to make the necessary adaptations through learning, anticipate them, and shape them if necessary [ 55 ]; for example, in working or living environments or task areas that are subject to change. Continuous learning ensures that individuals' knowledge and skills remain relevant [ 15 , 31 ].

Well-being focused. Technology has helped us in many ways but has not necessarily made life more meaningful. Digitalisation will continue to accelerate, which may lead to an overwhelming sense of malaise due to more complex processes, information overload, and cognitive job demands [ 60 ]. Warning signs already exist, and the ability to concentrate diminished. Addictions are becoming more common, and mental illnesses are on the rise. Well-being and self-awareness will be critical skills in the future because they will help us navigate a changing world of unpredictable environments. Self-awareness is imperative for acknowledging the fears and insecurities that arise from change, allowing us to maintain physical and mental equilibrium. This self-awareness empowers us to pursue and experience well-being as a positive outcome of our living conditions [ 61 ]. An understanding of well-being and tools for tolerating uncertainty are needed. Believing our capabilities and achieving success in a constantly evolving world are paramount. Rather than succumbing to passive recipients of change, we can view change as an opportunity to enhance our well-being and embrace new endeavours. Consequently, these skills enable individuals to cope with ambiguity/uncertainty; thus, understanding, recognising and handling vagueness, uncertainty, and contradictory information play an important role [ 56 ].

Taking responsibility. The evolving work landscape introduces diverse forms of employment and work arrangements, such as remote work that lacks direct supervision and a shift towards contract-based employment instead of traditional full-time positions [ 31 , 35 ]. As a result, taking responsibility for one's professional work and development is crucial. Employees must also take responsibility for keeping individuals and companies safe in the digital world. This ability contributes to using data and digital technology in a technically, economically, socially, and environmentally responsible manner [ 57 ].

Emotional Intelligence. People better equipped with emotional intelligence can form meaningful relationships and become better listeners, leaders, and decision-makers [ 15 ]. Despite advancements in our understanding of emotions, human capacity remains indispensable. In a digitally driven world, where information, goods, and services are readily accessible through a mere click or touch of a screen, humans increasingly experience frustration and discomfort due to losing their ability to slow down, solve problems, and navigate [ 60 ]. Emotional intelligence can help people calm down, be present in a moment with their thoughts and feelings and take time to solve complex problems [ 57 ].

Persistence. In a rapidly evolving and technologically advanced environment, achieving success in work, personal development, and growth necessitates persistence [ 15 , 56 ]. This quality enables individuals to persevere, work towards their goals, and overcome obstacles along the way.

Regarding digital skills, we identified 12 948 different skills required by employers and clustered them into two basic categories: basic and advanced.

Digital skills refer to the ability to use digital media to develop productively, creatively, and critically reflect on their usage and impact on society and work. In the digitally driven future, digital literacy is an essential requirement for individuals to effectively navigate their work, education, and daily lives. Digital skills have become indispensable components of skillsets. We distinguish between two categories of digital skills. Essential digital skills enable individuals to utilise everyday software, digital devices, and applications effectively. These skills allow those who possess them to handle data appropriately and communicate and share information via digital tools while remaining digitally safe. Advanced digital skills refer to software development, data analysis, and understanding of digital systems. Marr [ 57 ] considered the next-level skills necessary to excel in the workplace. Specialised expert engineering and programming positions require a high level of these skills. Nevertheless, a certain level of advanced digital skills is helpful for everyone. Computer programming, AI, and machine learning can be understood without reaching an expert level. We need at least a grasp of how intelligent technologies impact our lives and work as they use data to make more accurate predictions and better decisions.

3.3. Skills in practice

3.3.1. (rq3) which categories of soft skills are in high demand in practice.

To address RQ3, we analysed a dataset comprising aggregated information on job positions and the skills demanded by employers in their job advertisements over five years, from 2017 to 2021. Our analysis was based solely on aggregate data obtained from a job portal, specifically, a frequency table that provided information on the frequencies of individual skills over the specified years. Data were collected annually, documenting the total number of job offers that included each skill. The number of observations is contingent on the number of skills recorded. In our study, 19 skills were tracked over five years, resulting in a dataset consisting of 95 observations. It is important to note that our data collection did not involve recording individual job offers; instead, we relied on the aggregated data provided for each year. Consequently, our analysis focused primarily on identifying trends and conducting basic statistical tests to elucidate the relationship between skills and temporal evolution.

We analysed two main categories of skills: digital and soft. Employers' demand for these two categories of skills is expressed as the number of times skills appear in advertised job offers on the Profesia Job Portal. Table 4 shows the counts and relative frequencies of soft and digital skills.

Frequency of researched categories of skills.

Source: own research and calculations.

Pearson's chi-square test was used to assess the overall association between the demand for job offers featuring specific skills and the corresponding year. The calculated chi-square value of 47 268 at a p-value of less than 0.001 indicates a significant relationship between time and demand for these skills.

The demands for digital and soft skills are illustrated in Fig. 5 , Fig. 6 , respectively. Fig. 5 shows the number of soft and digital skills required for job advertisements from 2017 to 2021. The overall demand for soft skills is higher than that for digital skills.

Demand for soft and digital skills: number of times employers required the skills in job advertisements

Comparison of the relative frequency (percentage) in demand for soft and digital skills

The stacked area in Fig. 5 shows the frequency with which employers requested soft and digital skills in their job offers between 2017 and 2021. The number of times soft skills were required fluctuated slightly above one million, while the number of digital skills varied from 505 470 to 570 958. The fall in the sum of soft and digital skills required by employers in 2020 was followed by rapid growth in the required soft and digital skills.

The decrease in demand for skills in 2020 is related to fewer organisations offering jobs ( Table 1 ). This is presumably related to the COVID-19 pandemic. We see the possible reasons for an economic downturn, causing many organisations to reduce their workforce and cut back on new hires—many of which were forced to shut down temporarily or permanently—with remote work, social distancing, and sudden intense use of technologies, many organisations paused recruitment to adapt to the new work conditions as uncertainty made them hesitant to make new hires. However, as the pandemic eased, their activities and job opportunities slowly increased in the following years.

We employed Pearson's chi-square test and non-parametric correlation analysis using Kendall's tau to examine the relationship between individual skills (nominal variable) and year (ordinal variable). The results of these tests did not reveal any significant dependence between skill and year. The asymptotic significance (2-sided) for Pearson's chi-square test was 0.992, indicating no significant relationship. Similarly, the Kendall's tau value of 0.004 with an approximate significance of 0.935 suggests no significant association between the variables. These findings, with values close to zero, indicated independence between the variables under investigation.

The results of research conducted by Börner et al. [ 43 ] showed that demand for technical skills often stimulates subsequent demand for soft skills (e.g. skills such as JAVA programming predict a rise in soft skills, such as teamwork and creativity). We expected increased demand for digital skills due to the intense use of technologies during the social isolation caused by the pandemic. Technology across many job positions allows remote work and fulfilling job duties with the help of cloud computing using applications, such as Zoom or other tools and services, allowing communication, collaboration, and the transfer of a vast amount of generated data. Consequently, with the increase in the demand for digital skills, an increase in the demand for soft skills is expected.

However, we have yet to observe considerable growth in the demand for soft skills. Fig. 6 illustrates the percentage shares of digital and soft skills from 2017 to 2021. The demand for soft and digital skills remains relatively stable without a sharp change.

The demand for soft skills increased slightly, from 42.7% in 2018 and 43.1% in 2019 to 46.4% in 2020 and 46.0% in 2021. Similarly, there has been gentle growth in the demand for digital skills, from 21.1% in 2018 and 21.2% in 2019 to 22.8% in 2020 and 23.9% in 2021. An increase in demand after 2020 might correspond to the end of the pandemic and the consequent growth in organisational activities and seeking of new employees.

The results demonstrate the importance of soft skills for employers. Therefore, soft skills are in constant high demand.

Analysis of the transformed data did not indicate any significant relationship between individual skills and years. Pearson's chi-square test yielded an asymptotic significance (2-sided) value of 0.998, suggesting no significant relationship. Additionally, Kendall's tau value was −0.004, with an approximate significance of 0.896, further supporting the absence of a significant association between the variables.

Fig. 7 illustrates employers' job and skill demands in the soft and digital skills research categories by industry.

Employers' skills demand in researched categories of soft and digital skills by industry

Overall, job demands were considerably higher in Trading, IT, Administration, Economics, Finance, Accounting, Production, Management and Transport, Forwarding, and Logistics. Considering the perspective of both soft and digital skills, the demand for soft skills is slightly higher than for digital skills. Employers require digital skills to a greater extent only in the amount.

Pearson's chi-squared test was employed to assess the overall dependence between the demand for job offers with specific skills and the year. The calculated chi-square value of 12 015, with a p-value of less than 0.001, indicated a significant relationship between time and demand in the analysed industries. To further investigate this relationship, we examined the interrelationships among individual industries. Detailed results can be found in Appendix B, revealing a notable correlation structure among all industries. This finding suggests that the demand for work in each industry develops similarly over time.

The remarkable increase in the use of technologies caused by the pandemic has led to the need for new types of work and positions.

Table 5 displays work positions for which demand appeared and increased after the Covid-19 pandemic. The work positions, namely Frontend programmer, Backend programmer, E-commerce specialist, and DevOps Engineer, fall to the Information technologies sector.

Newly appeared job positions in employers' job offers after the Covid-19 pandemic.

We also focused on identifying the soft skills demanded by employers ( Fig. 8 ). The most preferred soft skills were Interpersonal Communication (17.6%), Analytical and Critical Thinking (14.0%), and Problem-solving (10.7%). On the one hand, employers quite often indicated in their requirements the following soft skills: Taking responsibility (9.6%), Flexibility (8.6%), Value orientation (6.9%), Organisational/Managerial skills (5.9%), Well-being focused (5.4%), and Teamwork (5.3%). On the other hand, the soft skills we identified as essential and which employers rarely mentioned as required skills for offered job positions were Persistence (1.6%), Emotional Intelligence (0.3%), Communication via IT (0.2%), and Leadership skills (0.1%).

Soft skills required by employers in 2017–2021

Table 6 shows the demand for specific soft skills across the sectors, encompassing 80% of the job offers observed between 2017 and 2021. Interpersonal Communication skills are often required in Trading, IT, Administration, Economics, Finance, Accounting, Management, and Banking. Analytical and critical thinking and problem-solving are often required in these areas. Employers often declare a need for these two skills in production and transport, forwarding, and logistics. Creativity is the most frequently required soft skill in production, whereas employers in other areas require it to a significantly lesser extent. Flexibility refers to the skills employers ask for often in all selected areas, and the highest frequency appears in Trading, Administration, and Management. Leadership skills, identified as the most seldom required skills, have the highest frequency in the area of Management and, surprisingly, in IT.

Demand for particular soft skills.

Fig. 9 illustrates the percentage of soft and digital skills required by employers in 2017, and Fig. 10 shows the percentage of research skills in 2021. Both graphs break down the percentages by category of the researched skills. In addition, the graphs display the order of the most often required soft and digital skills.

The most often required soft and digital skills by employers in 2017

The most often required soft and digital skills by employers in 2021

Comparing 2017 and 2021, we did not identify significant changes in the order of the most required soft skills. The top five soft skills employers require in 2017 and 2021 (likewise, the years between; 2018–2021) are Interpersonal Communication skills, Analytical and Critical Thinking, Problem-solving, Flexibility, and Taking responsibility. The order of most required soft skills remained relatively stable. However, there has been a shift in the demand for digital skills. In 2017, and in general, by 2021, Essential Digital Skills (18.6%) will be required more than Advanced Digital skills (11.3%). In 2021, the order of the Digital Skills category changed, and employers required more Advanced Digital Skills (15.2%) than Essential Skills (14.2%).

4. Discussion and conclusions

Acknowledging and identifying the skills necessary for future work are key priorities for national and transnational strategies. This study addresses the significance of soft skills by exploring three research questions. In light of prevailing economic and labour market trends, there is a growing emphasis on skills, considering their distinct nature, adaptability, and fluidity in terms of development, enhancement, updating, and transferability. This is in contrast to the broader concept of qualifications, which primarily refers to the formal manifestation of vocational or professional competencies recognised at international, national, and sectoral levels [ 35 ].

The soft skills addressed in this study are often considered core skills. Recognising the significance of soft skills for the future enables a deeper understanding of their necessity and serves as motivation to actively pursue their development. The inherent value of these skills lies in their transferability across various occupations, which enables individuals to adapt flexibly to changes and engage in lifelong learning. Employees can respond to changes in demand in the labour market. Our results demonstrate the high demand of employers for soft skills. In anticipation of the technology-driven future characterised by Industry 5.0, we examined the interplay between soft and digital skills, both of which hold significant importance in the future. While digital skills are crucial in the technology-driven world, soft skills possess special characteristics and play distinct roles. Soft skills are usually overlooked in the software industry because the relationship between software development and soft skills is highly complex. Various soft and hard skills are required to solve countless problems related to software development [ 62 ]. Our findings revealed that even in technology-focused fields, such as Information Technologies and Engineering or Production and Logistics, employers frequently seek soft skills, such as Critical and Analytical Thinking, Problem-solving, Communication skills, and Creativity with Flexibility. Digital skills have accounted for over 20% of the total skill demand by employers in the past five years.

Considering the extensive use of technology during the Covid-19 pandemic, a significant surge in demand for digital skills was anticipated. However, our analysis revealed a modest growth of only 1% in this category. Our analysis also suggests the possibility of an imminent and substantial increase in demand for advanced digital skills. This demand primarily stems from the emphasis of Industry 5.0 on the collaboration between humans and robots. These skills may be increasingly required in non-technical functional areas where technologies will be intensively used. For instance, with the increase in the use of AI in interviews, AI experts can play an active role in human resources departments. Similarly, data analysts can execute promotional activities within marketing departments can be executed by data analysts [ 63 ]. Consequently, employees of these departments need to understand such technology to improve their perception and cognition of its impact on their work.

New trends require a combination of soft and hard skills. Although digital skills are required, especially for expert engineering positions, the activities involve interacting with and applying expertise. With more intelligent technologies, occupations that are related will emerge, for example, to AI-based occupations which only require a few technical skills. Researchers categorise new jobs as trainers, explainers, or sustainable jobs [ 64 ]. Our results also identified employers’ demands for new work positions. New positions appeared mainly in the software development area; however, one of the newly demanded positions after 2019 was a Master of Professional Education.

As Industry 5.0 becomes fully integrated, the demand for a skilled workforce will increase, accompanied by the growth of new technologies. This necessitates appropriate training programs for both trainees and prospective trainers to ensure they are equipped with the necessary skills and knowledge to thrive in this evolving environment [ 65 ].

Current employer demands and emerging trends highlight the importance of recognising the value of soft skills. More than 40% of all skills required by employers are soft skills, which increase slowly. A questionnaire survey by Horváthová et al. [ 66 ] confirmed that digital and interpersonal skills are perceived by employers as the most crucial part of their employees' competency model in the future (by 2030). The authors stated that the results showed the dominance of two categories of skills, ‘digital and surprisingly interpersonal skills’. Börner et al. [ 43 ] showed that the rising demand for ‘hard’ technical skills is often directly connected to the demand for ‘soft’ skills. Our study results show that soft skills, represented by interpersonal skills, are constantly in high demand by employers. Together with the discussed soft skills in the envisioned Industry 5.0 conditions, it suggests that a technologically smart future will require employees to be well-equipped with both digital and soft skills. Hence, the increasing significance of both digital and soft skills suggests the need for a concentrated focus on these areas in future research as well as in the realms of labour market demands, research endeavours, and educational initiatives. This comprehensive approach enables a better understanding and promotes soft skills and their development, considering their interconnectedness with evolving labour market needs.

From an educational perspective, soft skills development is crucial for success in both personal and professional lives. Secondary school is an excellent period for students to develop these skills as they prepare for their careers. Soft skills are critical for university students and graduates entering the workforce. Their work values and workplace expectations are studied in generation research by examining a generational cohort known as Generation Z. Generation Z expectations and the importance of soft skills for employability are related to their strong preferences for flexible work arrangements, open communication, fair treatment of all employees [ 67 ], and career advancement.

Soft skills, such as adaptability and time management, are essential for managing a flexible work schedule and balancing work and personal responsibilities. The emergence of remote and global teams has made teamwork and collaboration critical. Communication and adaptability are essential for success in these settings. Effective communication proficiency is indispensable in all disciplines. Students must acquire the ability to articulate their thoughts concisely, actively engage in attentive listening, and adapt their communication styles to diverse contexts. Moreover, in the realm of digital communication, including email, instant messaging, and video conferencing, the need for strong communication skills has become more pronounced. As students navigate various scenarios and encounters, they must cultivate adaptability and resilience to confront new circumstances and challenges. In the digital era, the risk of experiencing a sense of disconnection and isolation has increased, making it crucial for students to develop meaningful connections and relationships.

Emotional intelligence is necessary to build strong relationships and foster a sense of connection between remote and digital environments. Emotional intelligence, empathy, and conflict resolution are essential for creating a positive workplace culture where employees feel valued and supported. The digital era is constantly evolving, and individuals must adapt to new technologically advanced work environments. Creativity and critical thinking are essential for innovation. These skills contribute to the development of new solutions, products, and services that meet the needs of clients and stakeholders.

Soft skills are essential for employability, professional development, and career advancement of students and university graduates. Employers who recognise and value these skills are more likely to attract and retain talent from certain demographic groups. By prioritising soft skills development in secondary schools and universities, the future workforce will be better equipped to meet the demands of the modern labour market and achieve career goals while meeting the expectations of the future generation.

In summary, soft skills are pivotal in enriching interpersonal interactions, fostering effective collaboration and teamwork, promoting adaptability and resilience, driving innovation, establishing solid relationships, and supporting personal and professional development. Moreover, these skills are indispensable for navigating challenges and capitalising on the opportunities presented by the digitalised conditions of Industry 5.0. From a labour market standpoint, soft skills are indispensable for ensuring employability, providing a competitive advantage, future-proofing careers, possessing cross-disciplinary applications, fostering entrepreneurship and leadership, facilitating professional networking, and enhancing career advancement prospects. Possessing vital soft skills with digital skills enhances an individual's marketability and unlocks opportunities within the dynamic labour market.

A primary limitation of our study pertains to the geographical scope of our sample, which was predominantly confined to a specific region. To enhance the generalisability of our findings, it is necessary to expand the study to include an international context, thereby encompassing a broader range of cultural and social influences. By doing so, we can gain a more comprehensive understanding of the phenomenon under investigation and mitigate the potential biases that may arise from a limited geographic focus. Another limitation of our study is the aggregated nature of the data. Due to the inability to access individual-level data, we were unable to employ sophisticated statistical methods that could provide deeper insights and analyses. One potential limitation of our study is the sampling period of the analysed data, which spanned only one year. By utilising denser sampling intervals, such as monthly or quarterly data, we could have potentially improved the accuracy of our predictions regarding the future demand for not only soft and digital skills but also the most prevalent industries. Several advanced statistical procedures are applicable to such cases. Furthermore, it is important to acknowledge that some job offers were relatively generic, with employers selecting from predefined skill categories, even though they might have required additional skills that were not explicitly mentioned or described in detail.

Author contribution statement

Michaela Poláková - analysed and interpreted the data; wrote the paper.

Juliet Horváthová Suleimanová - analysed and interpreted the data; wrote the paper.

Peter Madzík - analysed and interpreted the data; wrote the paper.

Lukáš Copuš - analysed and interpreted the data; wrote the paper.

Ivana Molnárová - contributed reagents, materials, analysis tools or data; wrote the paper.

Jana Polednová - contributed reagents, materials, analysis tools or data; wrote the paper.

Data availability statement

Declaration of interest's statement.

The authors declare no conflict of interest.

Declaration of competing interest

The authors declare that they have no known competing financial interests or personal relationships that could have appeared to influence the work reported in this paper.

Acknowledgement

This paper was developed at Comenius University Bratislava, Faculty of Management within the project VEGA No. 1/0441/21 Analysis of work preferences of Generation Z and their future success in the job market (1.0 share).

Annex A Necessary skills under conditions of Industry 5.0 for better employability

Annex B Results of examination relationships between individual industries (p-values of Pearson's chi-squared test)

Note: the relationship between two individual industries is statistically significant if the p-value is less than 0.05.

In the Market: Fed Piloting Another Tricky Soft-Landing

Flags fly over the Federal Reserve building on a windy day in Washington, U.S., May 26, 2017. REUTERS/Kevin Lamarque/File Photo

By Paritosh Bansal

(Reuters) -The Fed is close to delivering a rare soft landing for the U.S. economy but it faces yet another fraught challenge: reducing cash in the financial system without disrupting markets.

With the Fed having already removed some $1.4 trillion as it shrinks its balance sheet to end pandemic-era support, the focus is increasingly turning to when it should stop. The worry is if cash in the banking system, called reserves, breach a certain minimum level, markets would freeze up. But no one knows what the right level is.

Last week, Fed Chair Jerome Powell said policymakers were nearing a decision to slow the pace of quantitative tightening (QT) to bring reserves "into a nice, easy landing." Powell said they are watching "a bunch of different indicators" in money markets to "to tell us when we're getting close."

The Fed's focus is comforting Wall Street, market participants said, even though the task before it is hard. It's difficult because the lines are blurry: the Fed is trying to go from "abundant" to "ample" reserves without making them scarce. And market signals to guide it are noisy and hard to discern.

Among the indicators the Fed is likely watching: bank reserves, some key interest rates in money markets and cash parked in the Fed's overnight reverse repurchase agreement facility, they said.

Mark Cabana, Bank of America's head of U.S. rates strategy, said it will be "quite a feat" for the Fed to engineer a soft landing, where the Fed leaves the right reserve levels in the banking system. But he added that he thought they had a "decent shot" now because they were taking a more accommodative stance.

"I would have told you last year, like in November-December, the Fed was very much at risk of missing it,” Cabana said.

He expects the Fed to announce tapering as early as May, reducing the cap on the amount of Treasuries it aims to offload every month by half to $30 billion. John Velis, Americas macro strategist at BNY Mellon, is of the same view on the size and timing of the taper.

It is important for the Fed to get the drawdown right, as a lack of reserves can cause sudden spikes in rates, disrupting Treasury markets and making it hard for firms to fund themselves. That could get tested in the coming weeks when along with QT, events such as the April 15 tax day would reduce cash in the financial system while increasing demand for it. So far, however, market functioning has held up.

In 2019, a spike in short-term funding rates forced the Fed to put reserves back into the system, something that Powell said the Fed does not want to test again, even though it has since set up a backstop to support money markets.

ABUNDANT RESERVES

Estimates of the minimum amount of bank reserves needed range from about $2.5 trillion to $3.3 trillion. Such reserves currently total about $3.5 trillion.

While they appear abundant, banks' need for cash has increased. Cabana noted that reserves had increased to $3.5 trillion from $3.3 trillion when QT started in the summer of 2022. He ascribed that to lenders adding reserves in the wake of deposit outflows after the bank failures in March 2023 and to unrealized losses in their securities portfolios.

In addition, distribution of reserves could vary by bank, making it harder to arrive at what's sufficient - a point that Powell acknowledged last week. "Aggregate reserves appear abundant, but it seems the Fed has an inkling that they are not well distributed across the system," BNY’s Velis said.

An indicator of excess cash is the Fed's reverse repo facility, where investors lend the central bank cash. That has been reducing, but the pace has slowed in recent weeks.

Views diverge on when that might completely drain and what it says about liquidity in the system. Velis expects it could go down to zero by the summer, while Cabana sees it not draining fully until the middle of next year. UBS strategists said it could rise in the second quarter at the expense of reserves.

MONEY MARKET INDICATORS

Among the indicators the Fed has said it is watching are two money market rates - the Fed funds rate at which banks lend to one another, and the benchmark Secured Overnight Financing Rate (SOFR) – in relation to the interest on reserve balances (IORB) that the Fed pays to banks.

Cabana expects the central bank would want the Fed funds to be about 10 basis points higher than where it is now, leaving it 2-3 basis points above the IORB. On SOFR, he expects the rate would need to go up 10-15 basis points higher, leaving it 0-5 basis points above what the Fed pays banks.

That's because total system cash is likely closer to ample levels when investors have to pay slightly above Fed administered rates to acquire it, Cabana said.

The rate would likely gradually rise as reserves fall, but in the interim supply-demand imbalances could cause brief rate spikes as it did in 2019 - signs for the central bank to watch.

"The Fed will be looking at both the rate and the volatility that is associated with that to determine when they actually need to stop QT,” Cabana said.

(Reporting by Paritosh Bansal; editing by Anna Driver)

Copyright 2024 Thomson Reuters .

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