Skills-based talent practices (SBTP) continue to be a focus of many firms. However, the shift to SBTP can be a long journey, requiring practitioners to answer various questions about the operationalization and implementation of SBTP. This paper provides insights into five of those questions: 1) What skills do we need, and how will we incorporate a skills taxonomy …
This 52-page LinkedIn Learning report overviews various learning and development topics, including internal mobility, upskilling/reskilling, and career development. Regarding internal mobility, only 15% of surveyed workers report that their employer actively encourages them to seek new opportunities within the company. (p.27). My Take: While many organizations are introducing tech platforms to enable internal mobility, organizations often approach …
Many organizations continue to make the transition to skills-based talent practices. As talent practitioners think through the various aspects of this transition, I have curated this one-page summary—comprised of 10 questions and answers— from Deloitte’s 101-page report, Building Tomorrow’s Skills-based Organization (SBO): Jobs Aren’t Working Anymore. The one page-summary addresses questions such as: How many organizations have successfully …
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 …
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