Several research have been conducted about how a project manager's conventional soft skill

preparation can influence the success of a project. These studies helped consumers to get a
deeper view of project managers, helping them to pick the best project manager for their
planned project. For example, from 1985, Fryer identified social abilities, decision-making
skills, problem-handling skills, incentive identification skills, including change management
among personal qualities that influence the success of the project. Acquisition and utilisation
of expertise as well as provision of training effects in a sector of the economy which is
projected to rise massively in employment (Nicksonet al., 2003). Pinto and Slevin (1988)
stated that 10 variables depend on the crucial performance of a project. There are project
mission, top support for managers, project plans, customer consultation, recruiting of
employees, professional activities, approval of clients, tracking and input, contact and
troubleshooting. The development of soft skills by managers encourages the exploration of
successful methods and solutions and creativity with increasing capacity to increase the well-
being of the company (Massaroet al., 2016). Soft skills help workers to propel companies to
transform (Massaroet al., 2016).

Nilsson (2010) stated that the employment prospects of individuals is greatly affected by
competence, leadership abilities and personal characteristics. Sail and Alavi (2010) argue that
once they undergo instruction, behavioural abilities improve the experience of workers.
Olivieret al.(2009) notes that room-based collaborative platforms' structuring and recognition
features will improve the new environment of soft skills (interpersonal and negotiation skills)
traditional soft skill trainings. Secondly, Shyamalaet al.(2009) notes that the traditional
training of soft skills by infusion remains strongly dependent on particular elements/skills for
both coursework and instruction. Pilaret al.(2009) argues that the qualities that guarantee
teamwork performance, such as persuasion, coordination, negotiating or team leadership.
Evidence indicates that there are connections between success and talents, and that
connection is the primary catalyst for capabilities to be improved, as well as several among
the primary factors that legitimise them (Grugulis and Stoyanova, 2011).

Over the years, the American workforce has evolved, shifting from the assumption that the
American Dream was a reality to the present day, where there is a lack of belief in the
capacity of a person to realise it (Hayden, 2013). Nevertheless, the concept of work is linked
to the desire of a worker to pursue the American Dream irrespective of personal costs such as
lack of freedoms or unsafe employment circumstances (Crain, 2012). The basis for the
concept of early workforce accomplishment was the hard skills of an employee which
included the physical capacity to get the job done. An emerging workforce has resulted in
extreme global rivalry where soft skills are among the most desirable attributes that an
individual can acquire (Cobo, 2013).

Communications, teamwork, inspiration, problem-solving, passion, and confidence are the

soft skills learned from traditional trainings which defined as relevant in the workplace
(Chute, 2012; Ellis, Kisling, & Hackworth, 2014; Rasul, Rauf, & Mansor, 2013; Robles,
2012; Wahl et al., 2012). Soft abilities are important to business growth (Dana, Hancock, &
Phillips, 2011). A candidate's incorrect judgement can be expensive for a company (Velasco,
2012). It is common for people to work with demanding personality styles in company. The
characters could come from bosses, supervisors, peers, or clients (DeKay, 2012). A positive
work experience can result in the ability to effectively maintain relationships.