If you find value in content like this, sign up for my Talent Edge Weekly newsletter.
As HR leaders and their teams continue moving toward skills-based talent practices, this new Deloitte Insights article offers a useful reset on what actually creates value. Based on an analysis of 87 organizations using more than 28 skills strategies, the research finds that organizations creating measurable value from skills-based approaches start by defining a specific business outcome rather than by building a comprehensive skills infrastructure. Four common outcomes include becoming an employer of choice, improving productivity, building agility, and driving innovation. Once the outcome is identified, organizations can apply a targeted set of skills practices to support it, since different practices disproportionately influence specific outcomes. For example, organizations pursuing the employer-of-choice outcome prioritize internal talent marketplaces and self-reported skills, those focused on agility invest in validated assessments and skill-to-job mapping, and those aiming for innovation lean into skills-based workforce planning. These insights can help HR teams anchor skills-based practices in the business outcomes they are intended to influence. With that as the backdrop, I am resharing my one-page cheat sheet, Framing Talent Initiatives Within the Business Context, which can help anchor any talent or HR initiative in the business problem or opportunity it is meant to address.
