Many organizations continue to make the transition to skills-based talent practices (SBTP)—where the focus is more on an individual’s skills rather than job titles, academic degrees, or years of experience when it comes to attracting, hiring, developing, and redeploying talent. However, the shift to SBTP can be a long journey, requiring practitioners to answer various questions about the operationalization and implementation of SBTP. As talent practitioners think through the various aspects of this transition, I have curated 10 Q&As from various reports, such as Deloitte’s 101-page report, Building Tomorrow’s Skills-based Organization (SBO): Jobs Aren’t Working Anymore. The 10 Q&As address questions such as: How many organizations have successfully transitioned to being a SBO? How effective are organizations at classifying and organizing skills into a skills taxonomy or framework? What are the top three barriers business and HR executives cite as obstacles to skills-based talent practices? Which areas are organizations starting with when introducing skills-based talent practices? What tangible, practical things can organizations do to start their journey to a skills-based organization? This reference includes the question, an answer, and a link to the document from which the information was sourced.