Paper ID #35146Engineering Leadership: Transitioning from ”Soft Skill” to Hard DataDr. B. Michael Aucoin P.E., Texas A&M University B. Michael Aucoin is a Senior Lecturer in the Department of Engineering Technology & Industrial Dis- tribution at Texas A&M University, an Adjunct Instructor in the School of Leadership Studies at Gonzaga University, and President of Electrical Expert, Inc. His education includes a BS in Engineering from the University of New Orleans, an M.Engr. in Electrical Engineering and a D.Engr. from Texas A&M University, and an M.A. in Organizational Leadership from Gonzaga University. Dr
Paper ID #35235Extended ANSAC Assessment Requirements for Some Soft Skills forConstruction Management ProgramsDr. Amitabha (Amit) Bandyopadhyay P.E., State University of New York, College of Technology at Farm-ingdale Dr Bandyopadhyay is a SUNY Distinguished Service Professor and was Chair of Architecture and Con- struction Management Department at Farmingdale State College for twenty four years. He is also the Director of Green Building Institute at the college. He was the Chair of Engineering Technology Accred- itation Commission of ABET (2012-13). Currently he is a commissioner of ANSAC of ABET
Paper ID #35689A Pilot Interdisciplinary Robotic Mentorship Project to StudyEngineering Soft Skill DevelopmentDr. WenYen Huang, SUNY New Paltz WenYen (Jason) Huang, huangj18@newpaltz.edu, is Assistant Professor of Mathematics Education in the Department of Teaching and Learning at SUNY-New Paltz. Jason has a particular interest in utiliz- ing technology for enhancing student’s understanding and improving teacher’s instruction in the STEM classroom. He is a former high school mathematics teacher.Dr. Ping-Chuan Wang, State University of New York at New Paltz Dr. Ping-Chuan Wang is an Assistant Professor in the Division of
. --Oxford Mini Reference Dictionary and Thesaurus, p.172 The definitions above capture three important dimensions of the word “soft.” First, it isoften defined in the negative, as the absence or opposite of something. Second, it is vague in thesense that it means very different things in different contexts. Third, in most contexts, it isfundamentally disparaging. As a term used in engineering education, “soft skills” is filled withcontradictions and ambiguity. For example, the “hard” skills map easily onto recognizedacademic disciplines (mathematics, basic science, engineering), while the expertise thatconstitutes “soft” skills is difficult to locate in academic disciplines and departments. Still,whatever these “soft skills” are, they are
other learning opportunities to get students toparticipate in activities that decades of research studies show are linked to students’ emotionalcommitment to learning (6). Student engagement gained momentum when studies by Stanford Research Institute andthe Carnegie Mellon Foundation among Fortune 500 CEOs found that 75% of long term jobsuccess depended on people, emotional or soft skills and only 25% on technical, discipline-specific or hard skills (7, 8). The Harvard University studies reported that achievements on 2career are determined 80% by soft skills and only 20% determined by hard skills. Technicalskills are defined as "those skills acquired through training and education or
programs allow students not only to significantly improvetheir engineering skills, but also to acquire soft skills and—in the case of work abroad students—topractice solving engineering problems in another culture. From improving retention in engineeringto having programs that attract top student talent, work-integrated opportunities positively impacteveryone involved in the partnership.Work-integrated programs include, but are not limited to: • Traditional cooperative education programs requiring three or more work semesters, which alternate with school semesters (Issues to consider: Are work terms required or optional? Will students pay tuition during work terms? Will top administrators support the effort? How will co-op
]. Traditional classroom teaching is often based on lecturing and examinations; therefore, theymight lack going beyond teaching students technical and discipline-specific skills.On the other hand, student competitions go beyond and offer students soft skills, which are thekey to successful experiential learning [6]. In engineering education, senior capstone projectshave become typical venues for teaching soft skills as well; however, these are often still limitedwith class-time and curriculum expectations [7]. Capstone projects, by nature, are towards theend of students’ educational careers, and therefore, students may not have time to practice thesoft skills they just have exposure. Earlier research shows that students’ ability to understandethical
CarAbstract Teamwork is widely recognized as an important soft skill for engineers in theprofessional workplace. ABET includes teamwork skill development in their accreditationcriteria, and recent alumni report that teamwork is among the most important skills in theirprofessional lives. However, the typical undergraduate classroom consists of a lecture format,which does not help foster teamwork skill development. An alternate space in which teamworkskills can be fostered is in undergraduate technical clubs, such as those that compete in theAIChE annual ChemE Car regional competitions. The present work-in-progress research studyattempts to provide a framework to continuously improve the development of teamwork as aprofessional skill in a
performance, while 81% of the students reported that theassignments stimulated their creative and critical thinking skills. The survey results presented inFigure 5 affirms some of the benefits associated with project based assignments that have beenreported in literature. Hadim and coworkers have reported advantages such as improved classparticipation and better promotion of critical thinking skills, while Felder and coworkers havereported improved comprehension and retention with project based assignments. [16], [17] Otherbenefits of project-based learning that extend beyond improved learning capabilities includedevelopment of soft-skills in students. Figure 6 shows student survey responses to questionsrelated to the development of soft skills
learningexperiences make for a highly preferred and desired job candidate.In this paper, we present a mixed-method, undergraduate research case study for an authentic-industry,product development experience with two main objectives: To determine the viability of using additivemanufacturing (AM) to produce a 32-channel parallel microfluidic dispenser--a critical component inDNA sample preparation, and to develop student professional and business soft skills leveraging ourworking platform with our industry partners. A third objective was to create an outreach effort to raiseawareness of the bio-technology sector as a viable employment sector for traditional engineering majors(i.e., electrical , mechanical , computer science)---a sector often overlooked by
ofalternative learning pedagogies such as in-class training that integrate students’ developmentskills in addition to technical contents.Background and MotivationFrom providing access to clean water to managing large-scale infrastructure projects, thegrand challenges that engineers face in the modern world are equally technical and social. Toovercome these challenges, engineers must not only become experts on the technical aspectsof their specific field but also develop their soft skills, such as communication andpresentation skills, to enable leveraging their technical knowledge in an evolving,increasingly complex and globalized work environment. In today’s world, wheremulticultural teams are encouraged and considered the norm rather than an exception
acquiring thesesuccess factors.Table 2 shows the success factors for professional women in construction industry. The main focusof this research of success factors is the personal qualities and abilities, which are significant incontributing to women's career in the construction industry. The previous research findings showthat women's career success is influenced by their willingness to work with others, commitment,adaptability, leadership, and honesty. Other research also mentioned that the key success factorsfor female workers in the industry are self-confidence and determination to achieve career goals[15]. These findings support the notion that women’s soft skills are critical for career success,while hard skills are in demand after that [16
as computer architectures,cryptography, networking, secure coding, secure system development, penetration testing,incidence response, tool development, operating systems internals (such as Linux), and low-level 2programming [17-21] and how and the organization’s information system operates [22-24], 2)soft skills such as team-work, problem-solving, and communication [25-28], and 3) hands-ontraining on cyber ranges [29]. Cyber range is an interactive simulated representation of anorganization’s cyber infrastructure that includes their local networks, systems, tools, andapplications that provide a safe and legal environment for learning and testing Cybersecurityoperations [30].To address this
for improving the crumbling US infrastructure. It is especially important to incorporateprojects in a construction course that can significantly ameliorate the students’ soft skills, such asleadership, creativity, and interpersonal skills [18, 19]. These projects can further help studentsgain knowledge on sustainability, risk estimation, and decision making. Figure 5: Layered construction topics for progressive knowledge acquisitionConclusionsAn online search of civil engineering programs and undergraduate catalogs of 200 USuniversities revealed that 29% of them offer a mandatory course in construction, 45% offer it asan elective, and 26% do not offer a course dedicated solely to construction. We identified andranked the topics taught by
that require real-time coding on whiteboards,with paper and pencil, or using a simple text editor [11, 13].Currently, multiple papers review the hard and soft skills necessary for career success, [14–19],which skills are knowledge deficiencies for recent graduates [20–25], and a few papers mentionthe hiring process broadly [11, 13, 26]. However, more work is needed to describe what hiring incomputing looks like, and what employers want from applicants. Furthermore, many reports andarticles state that there is a diversity problem in computing, but rarely do these works examinehow viable candidates are lost during the hiring process. Before we can identify biases in thesystem, it is necessary to first gather the existing work on the hiring
-century skills for workplace success: A contentanalysis of job advertisements.” Educational Researcher, vol. 49, no. 2, pp. 80–89, 2002.[2] United States. Bureau of Labor Statistics, Dept. of Labor. “Soft skills: The competitiveedge.” Web. March 2021. www.dol.gov/agencies/odep/publications/fact-sheets/soft-skills-the-competitive-edge.[3] W. Schneiter, “Writing and undergraduate engineers – a continuing problem.” Proceedings ofthe ASEE Annual Conference and Exposition, 2003.[4] K. Sura and N. Romond, “An outcome-based assessment of engineering writing proficiencyclasses.”, Proceedings of the Industrial and Systems Engineering Research Conference, 2017.[5] C.Prusty, A.K. Dwivedy, and J. Khuntia, “Why and how do engineers communicate?”, IUPjournal
strongertechnical communication skills. In the early 2000s, engineering professional societies reportedunderdeveloped writing and presentation skills in entry-level job candidates while, at the sametime, stressing the time spent in a typical engineer’s day on communication tasks [1, 2]. At thesame time, ABET adopted new criteria for evaluating and accrediting engineering programs [3].The criteria focused on developing “soft skills” including teamwork, ethics, and effectivecommunication, among others. The importance of soft skills has only grown in the interveningyears. Among ABET’s student outcomes as listed in 2019-2020 is “an ability to apply written,oral, and graphical communication in broadly-defined technical and non-technical environments;and an
materials involved working with software engineering techniques or tools,to facilitate coverage of the topics. Many of the activities implemented in the course have beenused successfully with several groups of students and their evolution benefited from feedbackprovided by the students and faculty.This paper describes the authors’ experiences using active learning materials in an onlinesoftware engineering course. This course was offered to students taking it either synchronously(via online Zoom meetings) or asynchronously (without Zoom class meetings). Soft skills areimportant for engineering professionals and the authors wanted to provide opportunities foronline students to develop these skills on team projects by encouraging asynchronous
sociotechnical challenges related toenergy. The course was developed to provide an “integrated” approach to energy concepts thatcrossed disciplinary boundaries. We collected data from interviews to explore how studentsdescribed their decision to major in engineering and tensions with subsequent descriptions ofwhat is engineering. Preliminary results indicate that the sociotechnical divide still exists in theengineering culture amongst these students. Although students talked about social aspects ofengineering work, these are seen as lesser, rather than a fundamental part of, engineeringproblem solving. Students continued to make a distinction between “soft” skills and engineeringskills, while simultaneously describing the “soft” skills as necessary to
unable to complete wassuccessfully integrating the AVS Lab’s video recognition system with the Quanser QDrone.Lessons LearnedThe team learned a lot of hard skills or technical skills as well as soft skills or social skills throughthis project. This is the first time the team has had to work on a project throughout the entireduration of a semester and as a result, the team came up against a lot of challenges and difficulties.The initial challenge the team faced was time management, all team members had very busyschedules including the responsibilities of classes, work, and practice. The team had to find timesthey could meet on a consistent basis to work on the project as a group, so each member was up tospeed on what the others were working on
for Adaptable Training in Engineering) granted to Clemson’s GlennDepartment of Civil Engineering by the National Science Foundation, the structure of the courseofferings of the department is being reimagined. One of the grant’s stated goals is to “produce anew breed of civil engineers capable of creating solutions for 21-st century problems that areposing unprecedented threats to our society” [1]. As society worldwide becomes more complex,the problems that face 21st century engineers are becoming increasingly interdisciplinary,requiring a plethora of soft skills such as communication, teamwork, and critical thinking, skillsthat have not necessarily been explicitly or consistently emphasized in engineering programs.One of the aims of the NSF
currently a popular approach for learning in many Science, Technology, Engineering andMath (STEM)-related fields. Its approach is distinct from traditional classroom learning, whereinstudents find themselves as passive recipients of information. Instead, PBL requires students toaddress a problem using information and knowledge they may or may not possess. The beliefbehind project-based learning is that students benefit more from the application of theirknowledge in a group setting than from a traditional classroom model, wherein a teacher presentsstudents with concepts and information and checks to ensure students understand [2]. A studywas done at a university in Malaysia to gage the “soft skills” of engineering undergraduates. Thestudy used
-learning strategies, Fourth Industrial Revolution, Critical Thinking, Cognitive Flexibility and development of soft skills in engineering. She teaches courses on the implementation of Educational Innovation strategies as: Development of Creativity and Innovation Techniques, Development of Transversal Skills and Competencies, Development of Critical Thinking and Case Analysis, Problem Solving through Lateral Thinking and Design Thinking. Dr. Caratozzolo is Se- nior Member of IEEE and member of the IEEE Industry Applications Society (IAS), Power and Energy Society (PES) and Women in Engineering (WIE). She is also a member of the International Association of Continuing Engineering Education (IACEE).Prof. Anna Friesel
teach first-yearstudents the fundamentals of engineering. Educational materials covered essential topics for conceptualdesign and fabrication of a robotic car. The introduction of materials occurred through fifty percentsynchronous lectures followed by practical online activities (50% ). Topics covered include DesignThinking, Computer-Aided Design (CAD), Fabrication method, Programming, Concept sheet generation,Instrumentation, Design Optimization, and some soft skills activities not presented in Table 1. Thelearning outcomes for this course include software (e.g., CAD and Arduino IDE) and hardware training(e.g., circuits, breadboards, sensors, 3D printers) and research-based strategies (e.g., Design Heuristics,Engineering Design Process) to
management expertise,” Decision Support Systems, vol. 21, no. 2, pp. 51–60, Oct. 1997, doi: 10.1016/S0167-9236(97)00017-1.[6] S. Gillard, “Soft Skills and Technical Expertise of Effective Project Managers,” Issues in Informing Science and Information Technology, vol 6, pp. 723-729, 2009. doi: 10.28945/1092[7] E. Miskioglu and K. Martin, “Is it Rocket Science or Brain Science? Developing an Instrument to Measure ‘Engineering Intuition,’” in 2019 ASEE Annual Conference & Exposition Proceedings, Tampa, Florida, Jun. 2019. doi: 10.18260/1-2--33027.[8] J. Saldaña, The coding manual for qualitative researchers. SAGE Publications Limited, 2021.[9 J. Walther, N. W. Sochacka, and N. N. Kellam, “Quality in Interpretive
applications and/or technologies that embodied thetheoretical class information. In order to do so, students were required to research topics of theirown choosing and then communicate their findings to their peers, thus developing “soft skills.”The other central objective was for students to analyze the engineering design process as a wholerather than focusing on one aspect without examining the broader consequences. By examiningthe physical materials used, potential societal benefits of the product, and the practices of themanufacturing/sales companies, students were to study the impacts of these decisions anddetermine which would be sustainable. Furthermore, these objectives were carried out in such amanner that encouraged sustainable learning.The
widelyacknowledged that graduating engineers require a lot more skills that simply doing workedexamples about a single component of an entire engineering system, such as leadership,teamwork, and communication skills [17,18].Well-planned and well-conceived assessments can provide the opportunity to expand anddevelop these required soft skills at the same time as maintaining the ability to assess courseeffectiveness against ABET student learning outcomes and provide a ranking system of studentsfor future employers. Writing Across the Curriculum [19] is one example of this, where writingand communication exercises are incorporated into all aspects of the curriculum including thetechnical subjects that are often assessed only through worked problems. The
practitioner’s innateabilities must be accounted for in undergraduate curriculum to ensure a broad cadre of systemthinkers can be produced. Valerdi and Rouse [25], found that there is a difference between thosewho can perform system thinking, and those who can both do and apply systems thinking. Theypostulated that an enabling environment needed to be established in an organization so thatpractitioners are not discouraged from acting on their systems thinking analysis, and that desiredsystem properties were both realized and implemented. Therefore, in addition to just learningthe system thinking competencies in Table 2, the learning of “soft skills” (e.g. leadership,motivation, communication, management, etc. [16]), consideration of practitioner’s
associations, labor organizations,educators, and other subject matter experts [1]. The ETA and partners recently updated the 2010DOL AM Competencies [2] with the 2020 AM Competencies [3] to represent competenciesacross a wide range of AM industries and is mean to provide allow new AM technicians,educators, and employers to align competencies (or knowledge, skills, and abilities) to facilitaterecruitment, retention, training, and developing in AM. The Summary of Changes [4] from the2010 and 2020 models does not appear significantly different within the 10 year span, and themajor topic themes or tiers are as follows: 1) Tier 1 includes Personal Effectiveness Competencies (or soft skills) which focus on interpersonal skills, integrity
. • Values and attitudes: Soft skills required for excelling in student’s academic and professional activities.The purpose of this study is to generate better content delivery strategies for developing student’scompetences. We focus in the third of the previous dimensions: values and attitudes. Within thisdimension, Tecnologico de Monterrey considers teamwork and systemic reasoning as keyelements to be developed by students by incorporating technology to enhance collaboration andproblem solving. This paper focuses on analyzing two key measurements: student’s perceptionof teamwork, and development of systemic reasoning.Young students often consider teamwork as splitting activities among team members, instead ofcontributing to generate synergy