The business environment in the modern era is witnessing numerous Intellectual Changes, Technological developments, and increasingly Complex Situations, which has led to a need for effective Leadership in the Business Sectors. This leadership plays a role in transforming companies into giant corporations that serve as a true foundation for enhancing and improving Job Competencies (JC)., The study aimed to analyze the impact of the Soft Skills approach in Human Resources (analytical and critical thinking, decision-making and problem-solving, planning and organization, teamwork) on developing Job Competencies (productivity, technical, managerial) in Petroleum Sector Companies in Egypt. The researchers employed the descriptive-analytical method to study the phenomenon, conducting the study on stratified random samples consisting of 379 managers and a sample of 382 employees from Petroleum Sector Companies. The study utilized the SPSS and AMOS Software Programs. The study found statistically significant differences at the (0.01) level between the average scores of managers and employees regarding soft skills in human resources and job competencies, with managers scoring higher. Additionally, the study revealed a statistically significant direct causal effect at the (0.01) level of Human Resources Soft Skills on Job Competencies in Petroleum Sector Companies., Finally, a proposal was developed for enhancing Job Competencies in Petroleum Companies in Egypt based on the application of human resources Soft Skills, alongside future research directions and practical implications.

Background: Despite China’s 1.4 billion population and massive investment in improving medical education, there is no transformational national or international course focused on emergency trauma care. In order to overcome recognized deficiencies, we developed an affordable knowledge and skills workshop called Essential Trauma Critical Care China (ETCCC). Methods: Pre-course and post-course MCQs were used to test knowledge and simulation scenarios quantified clinical competence. Structured feedback was obtained. To evaluate the effect of ETCCC on staff performance, we analyzed the clinical records and questioned resuscitation team peers for trauma patients requiring resuscitation room intervention in the 10 consecutive patients before and after the workshops. Results: During 2022–2023, five workshops were delivered to participants from six hospitals in two Chinese provinces. Cost per participant did not exceed US$125. Fifty-eight doctors and 37 nurses participated. For all delegates pre-course knowledge scores increased from mean 35% to 70% post-course. 99% (n = 82/83) participants reached the required standard in the post-course written test. Post-course skills tests scores were mean 67% for doctors and 84% for nurses. Nurses demonstrated significant improvements in the rate and quality of trauma history acquisition as well as triage skills after the course (all p < 0.01). Doctors scored significant improvement in the areas of leadership and teamwork, care of cervical spine, circulation assessment and fluid resuscitation (all p < 0.02). Conclusion: Essential Trauma Critical Care China (ETCCC) is the first economically developed medical educational tool shown to improve performance of emergency room staff. Its success may have relevance for trauma-care education in similar medium-resource environments.

The current business environment characterized by volatility, uncertainty, complexity, and ambiguity (VUCA) advances numerous challenges for organizations. To respond effectively to these changing demands, traditional approaches to solving problems often prove inadequate in this dynamic context. A new approach, the ProCESS methodology, was developed and tested in the last three years within an Erasmus+ consortium in four European countries. This approach stimulates unconventional thinking and the finding of creative solutions for real-world business challenges. The aim of this perspective paper is to present the research data collected in two Romanian companies by testing ProCESS methodology. In the discussion section, the paper highlights the potential of this methodology that uses various artistic tools like drawing, music, modeling, or meditation to encourage participants to tap into their sensory, emotional, and spiritual sides for finding new and unexpected solutions. The paper also discusses potential influences on organizational culture and employee well-being.