Skills-Based Internal Mobility Playbook | The Business Roundtable Multiple Pathways Initiative

Talent Management

If you find value in content like this, sign up for my Talent Edge Weekly newsletter. 

As more organizations shift towards skill-based talent practices, this 56-page playbook offers valuable insights. Based on input from VP and C-suite HR leaders, it articulates the benefits of a skills-based approach to talent management. Chapter 2, starting on page 16, covers the process and considerations for skills validation—assessing and confirming workers’ existing skills. The playbook notes that skills acquired through training and education are easier to measure, while skills earned through experience require additional effort to validate. Various skill measurement approaches are discussed, including self-assessments, peer assessments, third-party assessments, and AI-based inferences from performance records, certifications, and other credentials. Regarding self-assessment for skills validation, Scott and Pearlman (2010), in the Handbook of Workplace Assessmentcaution that self-assessment can lead to workers overestimating their competence or failing to recognize development areas. While adding a manager validation step increases complexity, Scott and Pearlman note that many organizations find the added step to provide incremental value. Organizations must consider which combination of skills-validation strategies to employ to reduce implicit bias and generate more accurate estimations of worker skills. The playbook provides examples of how various organizations approach different aspects of skills-based talent practices.