Skills-based talent practices continue to be a topic of interest for organizations looking to use skills—rather than just jobs—as the basis for talent management. And while there have been many great resources shared on this topic, Deloitte is one organization that has provided much thought leadership in this area. This one-page PDF highlights five of Deloitte’s …
Employers are increasingly integrating skills into their talent practices—from workforce planning to hiring. Regarding hiring, a segment of firms is removing academic degree requirements and other criteria (e.g., specific experiences, credentials) from certain job postings in favor of a more skills-based approach. While these efforts are a step in the right direction, shifting to skills-based talent practices is …
As organizations shift to more skills-based talent practices, it is important to understand which skills are emerging as increasingly important and which are declining as less critical. This Gartner paper looks at nearly eight million job listings to visualize how the skills required in the most competitive roles in critical functions in the S&P 100 …
This excellent 101-page report explores how organizations are beginning to make the shift from traditional jobs to skills-based work. It is based on both quantitative and qualitative research with workers, executives, and HR leaders across industries and around the world. While there are many insights covered in this report, a few points include: 1) While business and HR leaders …
Organizations are increasingly trying to shift from role-based to skill-based talent practices. But as I noted in a recent post about the Deloitte article, The Skills-based Organization: A New Operating Model for Work and the Workforce, fewer than one in five organizations have adopted skills-based approaches to a significant extent. Another recent report by the Conference Board (I can’t share the full …
Much has been written about how organizations continue to shift from role-based to skills-based talent practices. But as noted in this new Deloitte article, although business and HR leaders have a strong desire to shift from job-based to skills-based talent practices, fewer than one in five organizations have been able to adopt skills-based approaches to a …
Talent management practitioners continue to reimagine their organizations’ talent practices based on skills rather than fixed, static jobs. I have shared various thoughts and resources that comprehensively describe why this shift is taking place, including Ravin Jesuthasan’s and John Boudreau’s excellent book–Work Without Jobs: How to Reboot Your Organization’s Work Operating System. But shifting to …
Much has been written about how the skills required to perform various lines of work continue to change at an alarming pace. To better measure how new skills are emerging, others are disappearing, and which skills are shifting in importance, this new 44-page research study analyzed ~15 million online job advertisements posted between 2016 and …
I have shared several articles highlighting how organizations are reimagining every talent practice to be based more on skills than jobs. As noted in this new article, a skills-based organization (SBO) provides an integrated system that ensures that the workforce is aligned, capable, effective, adaptable, efficient, and inspired by shifting from managing employment and supervising work done …
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