Background

The client, a major entity within a prominent global energy company, operates in the digital technology domain of the energy industry. This sector requires both high technical proficiency and essential soft skills for success, as individuals must navigate large-scale, cross-functional projects and rapidly changing digital transformation initiatives. The client is focused on equipping its early career talent, newly-hired graduates, with the professional acumen needed to manage demanding projects, collaborate with diverse stakeholders, and maintain a high standard of professional presence.

The Impact: Accelerating Early-Career Success Through Soft Skills

The Soft Skills Accelerator program provided the client’s early career talent with the foundational skills to immediately contribute to organizational goals.

Key impacts include:

  • Seamless Hybrid Collaboration: Participants gained the ability to foster trust and collaborate effectively across physical and digital settings by practicing inclusive and transparent communication.
  • Enhanced Self-Management: New hires were equipped with self-regulation and motivation techniques to navigate stress, uncertainty, and high-pressure situations.
  • Strategic Decision-Making: The program ensured graduates could move beyond instinctive decision-making to use analytical frameworks and root cause analysis for solving real-world challenges.
  • Agile Adaptability: Talent learned to apply core Agile values and the Scrum framework to improve collaboration and value delivery, even in non-technical and cross-functional teams.
  • Professional Polish: Graduates understood how to enhance their professional presence, apply corporate etiquette, and proactively build a credible personal brand.

 


The effectiveness of the program was reflected in exceptionally strong participant feedback, with an overall course rating of 98%, a 99% rating for subject-matter knowledge and professionalism, and a 97% likelihood of participants recommending Kaplan services to a colleague.

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