The TRACOM® Group, a leading provider of interpersonal effectiveness training, conducted a comprehensive study to assess the adoption, perception, and effectiveness of Interpersonal Effectiveness Training (IET) within organizations. In response to the ever-evolving business landscape and the demand for enhanced productivity and positive working relationships, many companies have integrated IET programs to boost performance and foster more collaborative work environments. This research aimed to uncover the value and impact of IET and how these programs are implemented across corporations.
The study surveyed 100 executives who were responsible for developing, acquiring, or implementing corporate training programs and had familiarity with IET. These companies were geographically dispersed across the United States and ranged in size, with an average of 50,000 employees and $8.7 billion in sales, including 48% of Fortune 500 companies. The study found that 99% of the companies surveyed had experience with IET. A significant number of training professionals (73%) believed that IET training worked very well or extremely well, increasing to 82% for those offering stand-alone IET programs.
The study indicated that companies primarily used one of the leading third-party IET models, which include SOCIAL STYLE®, DiSC, and Myers-Briggs. Among these, SOCIAL STYLE® was perceived as the most effective IET model. A considerable majority (80%) of training professionals emphasized the importance of interpersonal skills for salespeople and managers/supervisors, while only 33% deemed them highly important for technical positions in IT, accounting, or engineering. These skills were recognized as crucial for various tasks within the daily work environment, such as building and maintaining coworker relationships (98%), effective communication (98%), conflict management (97%), and retaining valued employees (94%).
Moreover, the research revealed that Interpersonal Effectiveness Training (IET) was most commonly integrated into broader training programs rather than being offered as a stand-alone initiative (84% vs. 39%). This integration approach allowed for the connection of IET with specific business issues but had some drawbacks. Participants stated that stand-alone IET programs were more likely to include all essential IET features, such as pre-class assessment, after-class job aids, and follow-up assessment. Most organizations used off-the-shelf IET programs from independent developers (71%), like TRACOM’s program, but over half of surveyed companies also developed their own IET content (56%) or licensed content for inclusion in existing programs (54%). Companies with more participants were more likely to offer e-learning options, with 78% of organizations with 300 or more IET participants using blended learning. Regarding the ideal length of IET, most training professionals preferred half-day (37%) or full-day (24%) classes.
In summary, the study illustrates the significance of IET in modern business environments and how it influences productivity and working relationships. It also highlights the value of the SOCIAL STYLE® model and the differing perceptions of interpersonal skills across various job roles. The research findings provide insights into the most effective practices for implementing IET within organizations, emphasizing the importance of standalone IET programs and emphasizing key features for success.