INTRODUCTION
“Soft Skills” are personal behaviors that occur during social interaction. They are
psychological attitudes and constructive behaviors in interaction with people and
groups. These behaviors can improve interpersonal interactions, work performance and
career development, as reported by study1,2, which describes that “Soft Skills” can be responsible for up to 85% of professional
success. In the context of the advance of artificial intelligence, of social and economic
relations in an environment of uncertainty, “Soft Skills” have gained strategic importance
in working and in the construction of competencies of those who hire and who are hired3.
With the Coronavirus disease 2019 (COVID-19) pandemic, doctors specializing in Plastic
Surgery also had an emotional overload due to the deprivation of work in the first
periods of the pandemic, especially with elective surgeries suspended or, in the case
of those who worked in the front of the pandemic, had significant elevations in their
stress levels. However, the validation of telemedicine and digital certification enabled
paradigm shifts in remote care, with new benefits and limitations in this type of
consultation. In turn, due to the repressed demand for surgeries, the resumption of
work led to an overload of physical and virtual work. There was a need to emotionally
deal with patients who had also been impacted by the pandemic, often with high expectations
regarding the results of their surgeries, demanding more refined and careful interactions
such as “Soft Skills.”
There is a lot of scientific and technical research on the subject of “Soft Skills,”
among them the one that reports that these skills should be adopted as a common feature
of the selection of skills and community character traits4. It was published on the recognition and evolution of the importance of these social
skills, demonstrating that their acquisition has been an exciting task5. The most important skills are critical thinking, social skills, communication skills,
teamwork and ethical attitudes2. Farmer6 highlights in its publication the following “Soft Skills”: communication, leadership
and problem-solving.
“Soft Skills” are traits and behaviors that characterize our relationships with others7. This is the ability to be able to identify our emotions. An emotion normally triggers
a behavioral reaction. The results, productive or counterproductive, depend on the
situation you find yourself in. Knowing how to disconnect from the self-protective
behavioral impulses that certain emotions such as anger or fear provide can be highly
productive in conflict management scenarios or important decisions7.
It can be seen from the publications of these scholars that there is a wealth of alternatives
in the understanding of “Soft Skills” in the employment and work relations of companies
at different hierarchical levels and company sizes what it can mean for businessmen,
entrepreneurs, managers, consultants, and people management specialists the great
importance of these behaviors and attitudes for decision making. Candidates for new
jobs or positions in selection environments such as postgraduate programs are evaluated
in the “Soft Skills” item as a factor of acceptance or not, even if, sometimes, subliminally,
without direct inquiries about possible interpersonal relationship skills.
Understanding and competencies related to “Soft Skills” can represent an evolution
in recruiting, selecting, hiring, and terminating employees and partners, making each
step more precise and qualified. To assess these skills during the recruitment and
selection process, the interview allows for richer, twoway communication for the employer
and candidate to establish congruence in work and expectations.
The evaluation of “Soft Skills” through simulations and tests can also provide data
for a reliable analysis of the candidate’s profile8. Another assessment feature of “Soft Skills” is gamification, which, in addition
to reducing hiring costs, improves the results of candidate behavioral analysis when
compared to conventional tests. This is due to the environment created to provide
the candidate with anxiety reduction. With this, the probability of unreal behaviors
and behaviors that are better accepted during an evaluation process is reduced9.
The examples of the use of digital tools for the assessment of “Soft Skills” are in
line with a study carried out in 2017 by Deloitte10, an organization in the audit and business consulting segment, which reports that
one of the areas of greatest attention in the Transformation processes in Digital
of organizations is the Human and Organizational Development (DHO) sectors. In addition,
one can see the need for companies to adapt to the digital evolution taking place11,12. According to Aguiar et al.13, digital transformation, in addition to being crucial for sustaining organizations,
has characteristics that reflect not only on technology but also on mindset, employee
performance, organizational culture and leadership. Finally, this need for adaptation
was enhanced by the COVID-19 pandemic.
OBJECTIVE
The objective of this study was to evaluate whether “Soft Skills” have become more
strategic for institutions with the pandemic and the importance of these behaviors
in different areas, including comparing with medical professionals specialized in
Plastic Surgery.
METHODS
The field study in a quantitative and digital way
The primary data collection was carried out in a survey type. The structure and questions
of the survey were preceded by in-depth interviews with specialist recruitment and
selection professionals. The interviews with experts took place in April, and the
survey between July and December 2020; both the interviews with experts and the survey
were carried out when the COVID-19 pandemic was in the community contamination phase
in Brazil.
The application of the survey for data collection investigated the ways of evaluating
the “Soft Skills” of the candidates and the use of digital tools. The survey was designed
and tested with specific questions about “Digital Recruitment and Selection in the
Panorama of COVID-19 Impacts”. The sample was obtained from the contact network of
the research authors, and invitations to participate in the survey were sent using
e-mail, WhatsApp, Instagram and LinkedIn. The criteria adopted to obtain the sample
were professionals who participated in the recruitment and selection process, with
invitations to professional groups available in the contacts of the authors of the
present study and a proposal for subsequent sharing.
The initial sample consisted of 231 respondents, of which 62 protocols were excluded,
which resulted in a sample of 169 valid respondents, allowing for descriptive analysis
and inferences about the population. The reasons for excluding cases from the initial
sample were the non-performance of respondents in the interview for hiring their team
and incomplete or duplicated questionnaire. In addition, the method for constructing
the boxplot graph was used, as shown in Figures 1, 2 and 3, to identify outliers, which indicate atypical observations in the sample.
Figure 1 - Boxplot on the degree of agreement that, with COVID-19, Soft Skills have become more
strategic (Question 12 of the questionnaire).
Figure 1 - Boxplot on the degree of agreement that, with COVID-19, Soft Skills have become more
strategic (Question 12 of the questionnaire).
Figure 2 - Boxplot on the degree of agreement that, with COVID-19, the Soft Skills assessment
processes in Recruitment & Selection have been 100% digital (Question 15 of the questionnaire).
Figure 2 - Boxplot on the degree of agreement that, with COVID-19, the Soft Skills assessment
processes in Recruitment & Selection have been 100% digital (Question 15 of the questionnaire).
Figure 3 - Boxplot on an overall score for satisfaction with your Personal Quality of Life in
the last 24 hours (Question 18 of the questionnaire).
Figure 3 - Boxplot on an overall score for satisfaction with your Personal Quality of Life in
the last 24 hours (Question 18 of the questionnaire).
In Figure 1, which illustrates the boxplot concerning question 12 of the questionnaire on the
degree of agreement that “Soft Skills” have become more strategic with COVID-19, two
cases considered outliers were observed. These interviewees answered the question
using a degree of agreement of 1, that is, they totally disagreed with the statement.
Regarding Figure 2, which refers to the boxplot of question 15 of the survey on the degree of agreement
that with COVID-19, evaluating “Soft Skills” in Recruitment & Selection has been 100%
digital, were not observed outliers.
Analogously to Figure 2, Figure 3 also does not present outlier data, referring to question 18 of the questionnaire,
which indicates an overall score for satisfaction with your Personal Quality of Life
in the last 24 hours, with 0 (zero) lousy and 10 (ten) excellent.
In summary, from the analysis of the three questions with qualitative variables, there
are two outlier cases in the sample, due to question 12, and, after verifying these
cases, it was concluded that the answers were consistent among the various variables
of the research, the respondents could be considered as representative of a portion
of the population and should be kept in the sample.
The survey was structured with 20 questions (Chart 1). The tool used to apply the questionnaire was Google Forms. For methodological structuring,
the Mooring Matrix was used in the Mazzon Method14 to relate aspects of the theoretical model, objectives, hypotheses, questions, and
analysis techniques, as described in Chart 2.
Chart 1 - Survey.
| Survey - Part 1: Profile. |
| 1 Indicate your professional performance concerning recruitment and selection for
your team:
|
| 2 E-mail to send the final report |
| 3 Gender |
| 4 Age group |
| 5 Main formation |
| 6 Municipality where you work |
| 7 Indicate the Federation Unit (UF) in which you work |
| 8 Company segment |
| 9 Indicate the number of hired Employees (formal, outsourced and informal); |
| Survey - Part 2: Characteristics of the COVID-19 Environment. |
| 10 In times of COVID-19, indicate your place of work: |
| 11 In the face of the COVID-19 pandemic, indicate the "Soft Skills" (i.e., behavioral
and relational skills) that are most relevant in your opinion. These items were inspired
by LinkedIn's "Global Talent Trends 2019" survey and previous studies by our research
team.
|
| 11b Among the "Soft Skills," indicate the ones you use in your activity: |
| 12 Using a scale from 1 to 7, indicate the degree of agreement with the following
statement: "With COVID-19, "Soft Skills" have become more strategic for your company/office/clinic."
|
| 13 Currently, in times of COVID-19, are you performing Recruitment & Selection at
the company/office/clinic?
|
| 14 Indicate ONE or MORE tools listed below, which you or your company's team use to
evaluate the "Soft Skills" (here defined as behavioral and relational skills) in the
Digital Recruitment & Selection processes in an environment of COVID-19 :
|
| 15 With COVID-19, the "Soft Skills" assessment processes that I perform or manage
in Recruitment & Selection have been 100% digital. Indicate the degree of agreement
from 1 to 7.
|
| 16 Indicate one or more positions and responsibilities in which "Soft Skills" are
important in your company/office/clinic:
|
| 17 What is the biggest challenge in evaluating "Soft Skills" in recruitment and selection
in the COVID-19 environment?
|
| 18 Give an overall rating for satisfaction with your Personal Quality of Life in the
last 24 hours, with 0 (zero) being very bad and 10 (ten) being excellent:
|
| 19 Indicate the date on which you are answering this questionnaire: |
| 20 Comments and doubts: |
Chart 2 - Mazzon Mooring Matrix (2018)14.
| Theoretic model Research Objective |
Research Hypothesis |
Question |
Analysis Techniques |
Context in times of Covid
Perform Recruitment & Selection
↓
Use digital tools
↓
Identify "Soft Skills" in the various areas of activity
|
Check the strategic importance of "Soft
Skills" in the context of the Recruitment &
Selection process
|
With the COVID-19 pandemic, "Soft
Skills" have become more strategic for organizations
|
Q12 |
Check the mean value and the variability of the degrees of agreement on the Likert
scale.
|
Chart 2 - Mazzon Mooring Matrix (2018)14.
Finally, a detailing was carried out for the sample composed of physicians specialized
in Plastic Surgery to verify if this group’s behavior is like the profile of the rest
of the sample. The survey structure is divided into two groups of questions, the first
related to the profile of the respondent and the second with the characteristics of
the COVID environment, as shown in the following charts 1 and 2.
The survey questions were constructed from scientific publications and interviews
with experts.
Analysis of Results
Sample profile
The first criterion for inclusion in the sample was the professional attitude of the
respondent concerning the practice of recruitment and selection to comprise his team.
For this purpose, Figure 4 presents the response frequencies for each action. This specific question was about
the possibility of selecting more than one job, and the total number of responses
from professional jobs was slightly higher than the number of interviewees, 175 and
169, respectively. The main specialties presented were Human Resources/People Management
professionals, owners or partners of clinics/offices and a doctor with a specialty
in Plastic Surgery, with 78% of participation among the interviewees.
Figure 4 - Professional performance concerning recruitment and selection.
Figure 4 - Professional performance concerning recruitment and selection.
Based on the analysis of the sample data, Tables 1, 2 and 3 present frequencies that characterize the sample profile in terms of gender, age
group and main education.
Table 1 - Gender of respondents.
| Gender |
The amount |
Participation (%) |
| Female |
88 |
52 |
| Male |
81 |
48 |
| Total |
169 |
100 |
Table 1 - Gender of respondents.
Table 2 - Age range of the sample.
| Age |
The amount |
Participation (%) |
| 20 to 29 years |
49 |
29 |
| 30 to 39 years |
25 |
15 |
| 40 to 49 years |
48 |
28 |
| 50 to 59 years |
30 |
18 |
| 60 to 69 years |
16 |
9 |
| 70 to 79 years |
1 |
1 |
Table 2 - Age range of the sample.
Table 3 - Main training of respondents.
| Training |
Quantity |
Participation (%) |
| Accountant |
45 |
26 |
| Doctor |
32 |
19 |
| Administrator |
29 |
17 |
| Psychologist |
23 |
13 |
| Engineer |
8 |
5 |
| Teacher |
8 |
5 |
| Vet |
3 |
2 |
| Information Technology |
3 |
2 |
| Human Resources |
3 |
2 |
| Others |
15 |
9 |
| Total |
169 |
100 |
Table 3 - Main training of respondents.
Regarding the municipality where the interviewee works, most respondents indicated
the city of São Paulo (66%), and the other municipalities were selected in a heterogeneous
way, with rates of less than 5% of participation in the sample. Similarly, the state
with the largest sample presence is São Paulo, with 82% of the responses. About the
company’s segment, Table 4 presents the results.
Table 4 - Segment of respondents’ companies.
| Segment |
The amount |
Participation (%) |
| Health |
37 |
22 |
| Education |
24 |
14 |
| Services |
24 |
14 |
| Financial institution |
20 |
12 |
| Consultancy |
17 |
10 |
| Others |
47 |
28 |
| Total |
169 |
100 |
Table 4 - Segment of respondents’ companies.
Regarding the size of the company (represented in Figure 5), including the number of contracted and outsourced employees, the profile of the
respondents is concentrated in micro-companies (up to 5 employees), with 39%, and
large companies (with more than 1000 employees), with approximately 21%. Finally,
Figure 6 shows that most respondents worked from home (64%) in a COVID-19 environment.
Strategic importance of Soft Skills
In order to verify the strategic importance of “Soft Skills” in the context of the
organizations’ Digital Recruitment and Selection process, which is the objective of
the Mooring Matrix (Chart 2), information regarding the degree of agreement of respondents regarding the statement
that “With COVID-19, “Soft Skills” have become more strategic for your company, office
or clinic,” and the assessment was made on a scale of 1 to 7, where 1 means “I totally
disagree” and 7 “I totally agree.”
From the data analysis, an average score of 5.7 was obtained, with 82% having a favorable
opinion of the statement, and the category with the highest incidence is that of total
agreement concerning the statement with 34% of respondents. Only 4% have a contrary
opinion to the statement, and 14% have a neutral opinion. In this way, the hypothesis
regarding the purpose of the Mooring Matrix can be confirmed that with the COVID-19
pandemic, “Soft Skills” became more strategic for organizations. These results are
represented in Figure 7.
Figure 7 - Degree of agreement on the increased strategic importance of Soft Skills with COVID-19.
Figure 7 - Degree of agreement on the increased strategic importance of Soft Skills with COVID-19.
Regarding physicians specializing in Plastic Surgery, similar results were obtained
for this same question about the total sample, with an average score of 5.8, 82% with
a favorable opinion on the statement and 41% of respondents with a total agreement
regarding the statement. Figure 8 presents the results.
Figure 8 - Degree of agreement of physicians specializing in Surgery Plastic on the increase
in the strategic importance of Soft Skills with the COVID-19.
Figure 8 - Degree of agreement of physicians specializing in Surgery Plastic on the increase
in the strategic importance of Soft Skills with the COVID-19.
Finally, a comparison was made between the opinions of doctors specializing in Plastic
Surgery and other professions regarding the degree of agreement that, with COVID-19,
“Soft Skills” have become more strategic. In general, there is a similar behavior
between the two professional categories, and a considerable difference occurred in
the degree of total agreement in which there was a higher incidence among doctors
in Plastic Surgery than in other professions (41% against 33%), according to shown
in Figure 9.
Figure 9 - Comparison of the degree of agreement on the increase in the importance of Soft Skills
with COVID-19.
Figure 9 - Comparison of the degree of agreement on the increase in the importance of Soft Skills
with COVID-19.
DISCUSSION
The “Soft Skills, “behavioral capabilities based on emotional intelligence, as a guarantee
of the doctorpatient relationship factor and quality of care, must be exercised and
developed throughout the patient care production chain. Consequently, recruiting personnel
with these skills already under development is relevant. In this context, “Soft Skills”
enable emotional control, adherence to treatment and better management of conflicts
and crises, leading to a decrease in judicialization rates and an increase in the
cure rate.
“In nursing, it is known that ‘Soft Skills’ are responsible for 85% of professional
success”15. “Physicians with good communication skills identify patients’ problems more accurately”
16. Global Talent Trends published on the social network LinkedIn that the skills most
required by the job market are creativity, collaboration, adaptability, agility and
team management. Based on these bases and studies, the following characteristics of
“Soft Skills” were identified: Altruism, Resilience, Creativity, Collaboration, Adaptability,
Agility, Team Management, Communication and Positive Attitude17.
The panorama of the year 2020, due to the SARSCoV-2 mutation pandemic - COVID-19,
dramatically and imposingly catalyzed a behavioral paradigm shift in the work environment.
Because it is a rapidly spreading viral mutation through, until then, respiratory
secretions, sanitary measures of social isolation were determined by the World Health
Organization18. Social isolation is characterized by the flattening of the infection curve and the
spread of cases so that it is possible to gain time for the production of a vaccine
or the determination of an effective treatment. Although the measure is beneficial
in preventing the spread of the virus, it also brings very important negative emotional
reflexes, potentiated by panics, such as anxiety, loss of sleep, somatic pain and
depression19.
The environment of new paradigms was installed worldwide after the pandemic. For example,
business air travel was canceled, agglomerations were banned, and financial impacts
on the world’s largest corporations were harshly felt. The need to have people with
high “Soft Skills” characteristics has become paramount for the survival of teams
and leaders who have had to quickly adapt to the digital environment to hold meetings
and determine the direction of corporations.
Although part of the professionals stayed at home, the distress caused by the rapid
change in paradigms was also accentuated by the increase in the workload of virtual
work in the Home Office, with new challenges to face working conditions, impacting
the perception of the Quality of Life at work. The definition presented for Quality
of Life at Work in a COVID-19 environment was inspired by the studies by França20, which are well-being choices in the biological, psychological, social and organizational
dimensions to improve well-being and reduce discomfort in and out of work. The candidate
evaluation system has increased the importance of behavioral, emotional and relational
skills, in a digital environment, in the recruitment and selection processes, given
this new scenario
There are already studies that demonstrate the importance of the behavior of plastic
surgeons in a specific way, such as Camargo21, which states: “... the plastic surgeon who respects ethical standards by carrying
out his medical advertising actions within the legal norms adopted by regulatory councils,
it can lose credibility and suffer the consequences when it cannot keep up with the
growth of services provided by the internet, social media and mobile applications”.
Therefore, “Soft Skills” can strengthen the exercise of leadership by professionals,
including the leadership of medical specialists in Plastic Surgery.
Our perception, coming from the empathic links that are immediately established in
human contact, in person or at a distance, can provide us, through empathy, recognition
of the interlocutor’s emotional state. Thus, authentic leadership can be exercised,
and possible reactions can be adequately anticipated. In this way, behavioral and
communication skills are fundamental in the different ways in which we relate to the
external environment and how we process frustrations and how we react to them in our
relationships, in the personal and professional spheres.
“Soft Skills” have gained more and more importance in different areas and have become
even more strategic with the pandemic, especially in the medical area, telemedicine,
team hiring, and leader and/or entrepreneur. The investigation of “Soft Skills” in
the COVID-19 scenario, with an emphasis on the interactions of plastic surgeons and
their work teams, proved to be important and with good opportunities for training
and improving doctor-patient, doctor-team and team-patient relationships, which became
more evident when comparing professionals from other areas.
CONCLUSIONS
The study made it possible to assess the degree of the strategic importance of “Soft
Skills” in times of COVID-19 under the aspects of the relevance of behavioral skills
in different organizations. It was observed that the hypothesis related to the fact
that “Soft Skills” become more strategic was validated with the results of the research,
including with the doctors specialized in Plastic Surgery.
As for the total agreement with the fact that “Soft Skills” have become more strategic
in the context of COVID-19, there was a higher percentage of agreement among plastic
surgeons. This suggests that, among physicians specializing in Plastic Surgery, the
strategic importance of “Soft Skills” has become even more intense.
We can conclude that the results obtained through a survey with quantitative data
were in line with the scientific literature presented in this article and with studies
of corporate organizations.
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1. Universidade de São Paulo, Faculdade de Economia, Administração e Contabilidade,
São Paulo, SP, Brazil
2. Faculdade de Tecnologia - FATEC, Itatiba, SP, Brazil
3. Instituto Federal Minas Gerais, Campus São João Evangelista, Belo Horizonte, MG,
Brazil
4. Universidade de São Paulo, Faculdade de Medicina Veterinária e Zootecnia, São Paulo,
SP, Brazil
Corresponding author: Marco Flávio Mastrandonakis, Av. Prof. Luciano Gualberto, 908, Sala C18, Núcleo GQVT FEA-USP, Butantã, São Paulo,
SP, Brazil, Zip Code: 05508-010, E-mail: dr.marcoflavio@gmail.com
Article received: April 06, 2021.
Article accepted: July 14, 2021.
Conflicts of interest: none.
