Organization skills

Want your organization to succeed tomorrow? Focus on a skills-based approach today – TLNT

Call me old-fashioned, but I’m a firm believer that you can’t always believe everything you hear from business consultants.

That’s why I was pleasantly surprised when I recently read something great from a – when Deloitte wrote something extremely wise and insight that we would all do well to remember:

“Current market conditions make it unrealistic to accept the business status quo, and [the] chances are everything organizations have done to succeed today will not fuel their success tomorrow. [emphasis added].

My graduate school teachers said similar things, but that was 20 years ago and at a time when the world seemed a lot less chaotic.

Whatever happened back then did not compare to a global pandemic, lockdown and ongoing unrest that has infected so much of our lives. But Deloitte’s wisdom should resonate with all of us, because it absolutely resembles Yoda in the way it goes to one essential point: however successful an organization is today, it will only continue if it stops counting. about what she did. ahead and is seriously focused on what it will take to be successful tomorrow.

It’s easier said than done, and hard to do for most.

One of the few who did really well was Steve Jobs. During his second stint at Apple, he moved the company beyond its initial focus on high-end computers and pushed it into other areas. The end result was a range of ever more profitable creations – the iPod, iPad and, of course, the now ubiquitous iPhone. In other words, Apple was incredibly successful because Steve Jobs forced him to constantly evolve. And that’s what Deloitte advises companies around the world to do today.

How can companies prepare for a difficult future?

So how do we prepare our organizations for a future that is difficult to define?

Here is Deloitte’s response:

“To enable agility and maintain competitiveness, organizations must move from understanding the unit of work in terms of fixed and static jobs to reimagining it in terms of a dynamic landscape of skills that can be deployed with agility to work as they constantly evolve.”

He adds :

“This new form of organization, what we call a ‘skills-based organization’, or SBO for short, puts human skills and capabilities at the heart of talent management strategies, creating a new operating model for the labor and labor. SBOs fuel a wide range of talent strategies and business decisions, creating continuous adaptability and unlocking the full potential of the workforce.

Deloitte clearly believes that a focus on skills is key for organizations that want to grow and build on today’s success in tomorrow’s world.

Are skills the answer?

The problem is that we hear a lot about skills these days. Requalification and improvement are two terms often used, but is focusing on skills really the answer?

Well, in fact, a recent study by Fuel50, an AI Talent Marketplace tech company, indicates that it does. His Capacity Trends Report examined how recent world events have impacted the crucial employee and leadership capabilities required in the post-pandemic workplace, as well as how technology will be key to many of the changes on the horizon.

Here is what the Fuel50 report says:

“Moving from rigid work architectures to an agile competency-based approach has many benefits for the organization and employees. Companies that have clear visibility into all the different types of talent at their disposal, with a line of sight to how the work is done, by whom, with what skills, performed where and at what value, will have a competitive advantage. immediate and meaningful.”

What are the advantages of an organization by skills?

Some of the main benefits for organizations are:

* Increased talent supply

By tapping into skills rather than job titles alone, organizations can source talent from a broader and more diverse talent pool. They can also do it on a large scale. This allows them to respond more effectively to the demand and supply of talent. In turn, it presents a different way of solving talent shortages. Effective talent management strategies allow organizations to pivot in response to fast-paced, dynamic and competitive environmental demands. And visibility into the skill pool makes it easier to transfer skills to other parts of the organization affected by change.

* Improved career opportunities and growth

An organization that embraces a transparent culture around skills can foster curiosity and creativity by empowering employees to think outside the box about work experiences and, ultimately, their career paths. When organizations value skill sets for their collective value of cross-disciplinary and cross-functional knowledge, it opens up more growth opportunities for employees.

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* Reduced bias in selection and promotion

Focusing on skills provides a more objective assessment of suitable talent in hiring and promotion processes and can also reduce unconscious bias associated with these processes.

According to Deloitte, approximately 45% of organizations reward their staff for acquiring new skills and abilities. However, only 14% of companies plan to deploy a remunerative skills strategy. Forbes says, “This disconnect is concerning because competency-based talent management offers a way to mitigate potential unconscious biases, thereby increasing equity of opportunity and protecting business continuity.”

Forbes also adds this important insight:

“You make more informed decisions about hiring, training and development, and coaching your employees when you know what skills you need in your organization. Hiring and reskilling the skills needed to thrive in today’s business environment means employers must adapt to the changing employment landscape and plan for the future.

A New Focus on Skills and Success

Here is my point of view: Earlier this year I came across an article in a journal called Education Then, published by the Harvard Kennedy School Program on Education Policy and Governance. This is the title that grabbed me:Big Quit “may force a new focus on soft skills and success.”

The point of the article is that the disruption of recent years that has led The big resignation, The great renunciation, or whatever you want to call it, has an edge. And that benefit is that it “forces America’s outdated education and training regime—from K-12 to post-secondary and including enterprise approaches—to reconsider how to prepare individuals for the jobs and careers or to reconnect those who have been displaced, so that all can be on the path to opportunity.

This is not just happening in America, but also in other countries where training and workforce development has been on the back burner for several years.

The sad thing is that it took a global pandemic and lockdown for organizations to wake up. But now that they have retraining, upskilling, and a greater focus on giving people the agility and skills to build a solid career path, organizations are finally back.

The rise of competency-based organizations, where employees are valued for their skills rather than their job title, level, or credentials, can help organizations optimize their existing talent pool. It’s the key to better retention, and better retention, and it should be the goal of any organization that has even a small taste of The big resignation.

In other words, it’s a good thing to get out of all the turmoil caused by Covid. The more organizations that adopt it, the better life will be for workers and employers around the world.