AI can even infer what skills a person may possess but has not listed work out what skills they could potentially develop and truly understand the seniority and proficiency of an individual. Smart, explainable AI can then be applied to the skills data and match candidates to suitable roles, or recommend development opportunities for employees. The skills taxonomy needs to be clear, dynamic and interoperable with other HR systems and platforms. You need to ensure that there is consistency around the meaning of every skill, and the data needs to stay up to date. Of course, creating a single taxonomy for skills is incredibly challenging. In this talent economy, embracing a skills-first approach is a clear route to success. Are you ready to be more agile in how you think about work to be done? Using skills as a foundation for hiring, career development and workforce planning This leads to people being defined as more than just a job title, and also means businesses can fluidly deploy the right talent to the work needed to meet business goals.Īccording to research by Deloitte, 85% of HR executives say they are planning or considering redesigning the way work is organized so that skills can be flexibly ported across work over the next three years. This may include turning elements into projects, gigs or tasks, and focusing people on the problem to be solved or the ideal outcome. In other words: decouple work from the job. Forrester refers to ‘unbundling the job’: a more adaptive model, where silos and hierarchies are broken down, and companies can be more agile. Deconstructing jobs in favor of organizing around the workĬompanies must figure out exactly what work needs to be done, and deconstruct jobs to see what skills are needed to do the work. They need to completely alter the way they think about talent, and Talent Lifecycle Management. This leaves businesses with a huge challenge in simply getting work done. Now, despite the threat of recession, opportunities will outstrip talent capacity for the next several years, if not decades. Many people left the workforce, and skills gaps opened up. The COVID-19 pandemic accelerated and created huge changes in the world of work. When the supply of talent keeps shifting, how can HR leaders close talent gaps and set their organization up to thrive during uncertain times? Even with a tightening economy, the job market is robust – with the lowest unemployment in nearly 50 years in the U.S., Europe and Canada.
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