The skills-based organization: A new operating model for work and the workforce

The most fundamental building block of work—the job—could be hampering many organizations. Instead, many are now applying skills-based models to meet the demand for agility, agency, and equity.

Sue Cantrell

Sue Cantrell

Vice President – Products, Workforce Strategies

Susan Cantorel is a Deloit Consulting LLP product and a vice president in charge of workforce strategy, a leader in the future of labor and human capital, and gives a frequent lecture. He is a c o-author of the Harvard Business Press book "Workforce One", and has also been active in publications such as Harvard Business Review, Wall Street Journal, and MIT Slone Management Review. Executive advisor, author, researcher, new solution developers have more than 20 years of experience, and organizations can use digital technology to evolve workforce to innovate, bring out agility, and promote transformation. I support you. At the University of Boston, he got a literary scholar at Vasser College, a master's degree of management information system.

• Scantrell@Deloitte.
• +1 503 222 1341

Michael Griffiths

Michael Griffiths

Principal | Deloitte Consulting LLP

Deloitte Consulting LLP Principal and has been involved in important transformation projects in organizations for over 20 years. In Human Capital's tasks, he leads workforce transformations and supports clients on learning transformations, workforce planning, workforce experience, skill makeup, and other workforce issues. He has authored many books in the field of learning and talent, and is a leading market in the market to become a skil l-based organization. He is the author of Deloitte's Human Capital Trend Survey and Report, c o-leading in the 2023 report.

• Mgriffiths@Deloitte.
• +1 914 255 5478

Robin Jones

Robin Jones

Principal | Workforce Transformation

Robin is a principal that has been involved in organizing and changing human resources for 22 years. Most of his careers have been spending on complex business transformation advice to business leaders of technology, media, and telecommunication companies. Robin is focusing on the future of work and advises senior executives to examine how data, technology, and social changes affect their work, labor, and workplaces. Deloitte leads Workforce Transformation as the head of the en d-t o-end of the marketplace, service, and talent, and is also a member of the Deloitte Consulting Marketplace Leadership Team. Robin acquired a Ph. D. in the Civil Engineering Engineering at Georgia Institute of Technology, a master's degree of architecture and an interior design at the Calpoli University Sain t-Luis Obbbbbbbisum school.

• Robijones@Deloitte.
• +1 212 313 1706

Julie Hiipakka

Julie Hiipakka

Vice President | Learning Research Leader

Julie Hyperacca is a workforce transformation offering focusing on skil l-based tissue and human resource development. Deloitte Consulting Human Capital Research & Sensing Division is in charge of learning and leadership research. He advises his clients on the development of employees and leaders in learning, workforce architecture, and workflows. Hyperfucka, a change agent of workforce, workplace plactis, sort leaders, and proposers, is in the fields of learning and developements, talent management, and professional services, including raring leaders at professional service companies. He has 24 years of experience.

• JHIIPAKKA@DELOITTE.
• +1 312 486 2985

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The skills-based organization: A new operating model for work and the workforce

• Sue Canttrel
• Michael Griffith
• Robin Jones
• Julie Hyperacca

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No. 31 | Business article

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Introduction

For more than 100 years, work was a dominant structure of work. It is, how to do the job, how to manage, how to be managed, guidance, from employment to rewards, career improvement, and how employees are supported by all personnel practices. It was decided. Because it is incorporated into all the actions of a company, people rarely question it.

• For more information about the transition from work to skill, see the chart.
• See talent & work collection
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• This article is published in Deloitte Insights Magazine 31.

However, the work is limited to standardized tasks performed in functional duties, and making all decisions on employees based on the tasks in the organization hierarchy is the flexibility of the organization, growth, innovation, diversity. It hinders the most important organizational goals today, such as comprehensive, fairness, and the ability to provide positive workforce experiences to people.

Annish Singh, Human Resources Officer, explains: "Uneliva has begun to think about all roles as a skill set, not just the name of a job. In Uneliva, we are starting to think of all roles as a skill set, not just the name of a job." The responsible person, Anish Shin, explains. 1

According to a global survey conducted by Deloitte for more than 1, 200 professionals, organizations are accelerating a better way. People are defined by their own work by separating their work from their jobs, such as sorting out work to projects and tasks, expanding their work to focus on the problem to be solved, achieving, and the value to be created. It is released from that, and instead, not only will it develop business issues, but also have the skills and abilities that can be developed in a fluid development to do work that suits their interests. It will be possible. And by based on the skills of people's decisions, the organization can be expanded, easy to manage, and have a fairer operation method. We call this new operation model about work and labor as a "skil l-based organization."

Skills defined

We generally have "skills", "hard" skills, technical skills (coding, data analysis, accounting, etc.), human competency, human skills (critical thinking, emotional intelligence, etc.), potential (potential) It is defined as adjacent skills that can lead to qualities, abilities, and future success. In the end, the word "skill" is a unique and overall individual of employees, that is, each of the various skills, interests, passions, motivation, work and cultural style, place preferences and needs. As an individual, I think it will be an abbreviation for more detailed defining.

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For example, in Unilever, depending on the human resource market in the company, skills can be moved to projects and tasks throughout the organization as a ful l-time employee or as a "U worker". "Like many organizations, we are in business silo, like many organizations, as we have never thought about it, so we never thought. You can provide such opportunities for people. " In Unilever, the work of each division is increasingly divided into projects, tasks, and products. Ultimately, Hull, in order to understand what each employee brings in the future, is not a lon g-standing name, but in a more detailed way, focusing on achievements and skills. We see that we will be able to see the contribution of the members. "If you reach that level of granularity, you can focus on employment and i n-house human resources, and you can apply appropriate human resources to appropriate tasks and projects, so your performance will be accelerated."

Organizations are moving toward a new approach

We quantitatively and qualitative surveys to find out how the organization is thinking about the transition to a skil l-based organization, how the transition is progressing (or is). Both were implemented. 5 Through all 11 workforce practices in the survey, we have a lot of skil l-based attempts (and have a strong direction to skil l-based), and executives and employees He discovered that both members strongly prefer skil l-based models rather than duties. This was surprising, as I thought that there were more organizations that resisted from jo b-based models in order to organize work and make decisions about employees (Figure 1).

download Share < Span>, for example, in Uneliva, the skills can be moved to projects and tasks as a ful l-time employee, or as a "U worker" depending on the human resource market in the company. "Like many organizations, we are in business silo, like many organizations, as we have never thought about it, so we never thought. You can provide such opportunities for people. " In Unilever, the work of each division is increasingly divided into projects, tasks, and products. Ultimately, Hull, in order to understand what each employee brings in the future, is not a lon g-standing name, but in a more detailed way, focusing on achievements and skills. We see that we will be able to see the contribution of the members. "If you reach that level of granularity, you can focus on employment and i n-house human resources, and you can apply appropriate human resources to appropriate tasks and projects, so your performance will be accelerated."

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We quantitatively and qualitative surveys to find out how the organization is thinking about the transition to a skil l-based organization, how the transition is progressing (or is). Both were implemented. 5 Through all 11 workforce practices in the survey, we have a lot of skil l-based attempts (and have a strong direction to skil l-based), and executives and employees He discovered that both members strongly prefer skil l-based models rather than duties. This was surprising, as I thought that there were more organizations that resisted from jo b-based models in order to organize work and make decisions about employees (Figure 1).

download Share < Span>, for example, in Uneliva, the skills can be moved to projects and tasks as a ful l-time employee, or as a "U worker" depending on the human resource market in the company. "Like many organizations, we are in business silo, like many organizations, as we have never thought about it, so we never thought. You can provide such opportunities for people. " In Unilever, the work of each division is increasingly divided into projects, tasks, and products. Ultimately, Hull, in order to understand what each employee brings in the future, is not a lon g-standing name, but in a more detailed way, focusing on achievements and skills. We see that we will be able to see the contribution of the members. "If you reach that level of granularity, you can focus on employment and i n-house human resources, and you can apply appropriate human resources to appropriate tasks and projects, so your performance will be accelerated."

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The case for change continues to develop

We quantitatively and qualitative surveys to find out how the organization is thinking about the transition to a skil l-based organization, how the transition is progressing (or is). Both were implemented. 5 Through all 11 workforce practices in the survey, we have a lot of skil l-based attempts (and have a strong direction to skil l-based), and executives and employees He discovered that both members strongly prefer skil l-based models rather than duties. This was surprising, as I thought that there were more organizations that resisted from jo b-based models in order to organize work and make decisions about employees (Figure 1).

Organizations’ growing sense of responsibility for their workers’ welfare

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Despite these overall movements, there are less than one company in five companies that have a considerable degree of skil l-based approaches that are clear and repetitive throughout the organization. Such early skil l-based pioneers have achieved better business results than companies that practice jo b-based practice (Figure 2). This indicates that companies that have greatly introduced skil l-based approaches have built an organization model that meets the needs of today's organizations and the expectations of employees.

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Workers’ demand for more autonomy

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Talent shortages

Such an approach is a result of some more business changes:

The need for agility

79 % of business leaders believe that the purpose of the organization should be created not only for shareholders and society as a whole, but also for human employees, and 66 % are from Beauty. The result is facing the pressure to show the commitment for that. About a quarter of employees (27 %) strongly agree that their organizations are moving forward in this aspect, while 64 % are fascinated by the aggressive organization and their organization. He answered that he wants to stay. This indicates that people want to work in a place where they feel that they are contributing to their growth and fulfillment, and they are seen, evaluated, and respected. I am. Skil l-based organizations do not make everyone a similar contribution by standardization of work, but to shine their individuality as a person's strengths.

You can also reorganize your job, mainly the skills you need to do, and provide the necessary skills and training. For example, identifying the adjacent skills and basic skills of workers who have been pursued by automation or no longer needed can help reorganize workers in tasks that require an organization. 。

Digital transformation

Skil l-based organizations can also promote fairness. 80 % of business leaders say that if they decide on hiring, salary, promotion, successors, and capacity development based on their skills, they will reduce their prejudice and improve their fairness. There is. In addition, 75 % of recruit, promotion, and nurturing (not working years, work history, network) skills can help democratization of opportunities and improve access to opportunities. I'm doing it.

Decreasing relevance of jobs

77% of business leaders agree that their organizations should help employees develop the right skills and be more engaged at work, yet only 5% strongly believe they are investing enough in helping employees acquire new skills to keep up with the changes in the world of work.

We found that half of employees are more likely to be attracted to and stay with organizations that give them more services and choice in how they apply their skills to work. Employees want to maximize their potential and be seen as individuals, yet only 26% strongly agree that their employers treat them as holistic individuals who can bring unique contributions and a unique skills portfolio to the organization.

73% of business executives expect talent shortages to continue for the next three years, and 70% of them say they are getting more creative to source skills than considering work experience. For example, global commercial real estate firm Cushman & Wakefield seems to understand that military and adjacent skills, such as leadership, project management, engineering, strategic planning, and machine maintenance, are easily transferable to completely different industries and roles.

The skills-based organization in practice

In times of accelerated and often unpredictable change, 85% of business executives say their organizations need to create more agile ways of working to quickly adapt to market shifts. Covid-19 is one example. Numerous examples, such as Virgin Atlantic lending its remaining flight attendants to UK hospitals to help with customer service7, show that employees’ ability to step outside of their usual jobs and add value in new ways is much higher than thought.

1. 77% of business and HR executives report that flexibility in the workplace is essential to weather future disruptions.
2. 60 % of corporate executives say that new technologies such as automation and artificial intelligence (AI), which require new skills, are the main driving force for organizations to adopt skil l-based approaches. By automation, the organization has forced the work to "outsourcing" work, divide the work into tasks and subjects that make up the work, remove things that can be automated, and assemble the remaining tasks into new "r e-frozen" work. There is. However, because more new technology is constantly reconstructing work, many people do not forcibly freeze their work over and over again, but to continue to respond flexibly as needed. I am looking for a work organization structure.
3. Perhaps as a result of these factors, the concept of work itself has become more meaningful than before. 71 % of employees have already been doing some job outside of their job content, and only 24 reports that they are doing the same job as the exact same occupation and levels in the organization. Only %. Meanwhile, 81%of corporate executives say that they are increasingly working within their duties.
4. Also, many employees have no intention to do their job through work. More than half of workers (55 %) have said they may or may change their employment patterns through their careers. For example, it has shifted from ful l-time regular employees to projects, i n-house human resources markets, freelancers, gigs, etc.

download Share < Span>, for example, in Uneliva, the skills can be moved to projects and tasks as a ful l-time employee, or as a "U worker" depending on the human resource market in the company. "Like many organizations, we are in business silo, like many organizations, as we have never thought about it, so we never thought. You can provide such opportunities for people. " In Unilever, the work of each division is increasingly divided into projects, tasks, and products. Ultimately, Hull, in order to understand what each employee brings in the future, is not a lon g-standing name, but in a more detailed way, focusing on achievements and skills. We see that we will be able to see the contribution of the members. "If you reach that level of granularity, you can focus on employment and i n-house human resources, and you can apply appropriate human resources to appropriate tasks and projects, so your performance will be accelerated."

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By reorganizing work as a portfolio with a fluid structure, the work is released from the boundary of work.

Liberate work and workers from the confines of the job

The big shift

As "Workforce of One One", we are reconstructed workers from work-an individual who works on a balance sheet or off-balance sheet spreadsheet, and the unique abilities that each contribute and the skills and abilities that match the task. I have a portfolio.

Use skills instead of work to make decisions on work and labor-from who do what kind of work to business management for employment fees.

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Explore each to understand how skil l-based organizations actually work.

1) Jobs organized for each job in the separate functions of the function

More flexible, more fluid and meaningful work packages.

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download Share < Span>, for example, in Uneliva, the skills can be moved to projects and tasks as a ful l-time employee, or as a "U worker" depending on the human resource market in the company. "Like many organizations, we are in business silo, like many organizations, as we have never thought about it, so we never thought. You can provide such opportunities for people. " In Unilever, the work of each division is increasingly divided into projects, tasks, and products. Ultimately, Hull, in order to understand what each employee brings in the future, is not a lon g-standing name, but in a more detailed way, focusing on achievements and skills. We see that we will be able to see the contribution of the members. "If you reach that level of granularity, you can focus on employment and i n-house human resources, and you can apply appropriate human resources to appropriate tasks and projects, so your performance will be accelerated."

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85 % of human resources managers have said they are planning or studying work organizational methods so that they can transfer their skills flexibly throughout the next three years.

Develop the workforce of one

The big shift

This concept means that it means that it will be used for projects, tasks, and roles, which will be used for projects, tasks, and roles by temporarily borrowing or lending employees from other organizations that do not compete. Some companies are catching them in the form. For example, the United States Pentagon and the Private Defense Agency jointly established publi c-private talent exchange to share human resources between organizations through temporary projects and missions. 10

However, as one of the authors has stated in the previous article, the organization is applied beyond work, the organization goes in another direction, expands the range of work, gives results and solves problems. It can also be organized around. 11 According to our survey, organizations that are taking such efforts are almost twice as high as they are most likely to place human resources and maintain high performance, and are the best places for growth and nurturing. Is likely to get. < SPAN> enables more flexible, more fluid and meaningful work package.

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By dividing the work, working people with relevant skills and abilities can participate in the work, in the form of projects and tasks that constantly evolve according to the changes in business needs. To do. This approach is supported by leading thinkers such as Ravin Jesuthasan and John Boudreau's recent book, No Jobs. 8 Many organizations are trying to partially divide in the form of an i n-house human resource market. Employees can cut out a part of their time from their traditional work so that they can undertake projects and work everywhere in the organization based on skills and interests through AI matching technology. In Hiar, the whole organization with more than 75. 000 employees works in a completely divided work model. I n-house talent market manages how to develop human resources in specific projects, and each is composed of sel f-organized and fluid micro business, which consists of 10 to 15 employees. There is. 9

85 % of human resources managers have said they are planning or studying work organizational methods so that they can transfer their skills flexibly throughout the next three years.

This concept means that it means that it will be used for projects, tasks, and roles, which will be used for projects, tasks, and roles by temporarily borrowing or lending employees from other organizations that do not compete. Some companies are catching them in the form. For example, the United States Pentagon and the Private Defense Agency jointly established publi c-private talent exchange to share human resources between organizations through temporary projects and missions. 10

However, as one of the authors has stated in the previous article, the organization is applied beyond work, the organization goes in another direction, expands the range of work, gives results and solves problems. It can also be organized around. 11 According to our survey, organizations that are taking such efforts are almost twice as high as they are most likely to place human resources and maintain high performance, and are the best places for growth and nurturing. Is likely to get. More flexible, more fluid and meaningful work packages.

Use skills to make decisions about work and the workforce

The big shift

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This concept means that it means that it will be used for projects, tasks, and roles, which will be used for projects, tasks, and roles by temporarily borrowing or lending employees from other organizations that do not compete. Some companies are catching them in the form. For example, the United States Pentagon and the Private Defense Agency jointly established publi c-private talent exchange to share human resources between organizations through temporary projects and missions. 10

However, as one of the authors has stated in the previous article, the organization is applied beyond work, the organization goes in another direction, expands the range of work, gives results and solves problems. It can also be organized around. 11 According to our survey, organizations that are taking such efforts are almost twice as high as they are most likely to place human resources and maintain high performance, and are the best places for growth and nurturing. Is likely to get.

For example, a Cleveland Clinic defined all staff members as a "care worker" that cares not only for physical illness but also for patients' emotions, from organizations specializing in specific occupations such as specialists and nurses. Instead of organizing departments for each specialized field, they organized a team mainly on patients and their illnesses, creating interdisciplinary and cooperative teams, promoting new treatments. 12 According to our survey, the organization is moving in a direction that expands the range of work and makes it more flexible about what to do in it (Figure 4). 24 % of the employees who participated in the survey have said that their organizations have already begun this.

Skills-based hiring

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While there is always a traditional work place, the organization is trying to create a portfolio in various ways to organize work with different options for different workforce and business.

Skills-based workforce planning

From: On e-o n-one relationship between employees and work

Elephant: The relationship between work and skills, workers are regarded as a unique individual with skill portfolio, and is that balance or not?

Skills-based pay

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If an employee is not defined as a "work" by an organization, work is no longer a relationship between employees and work, but a larg e-scale relationship between work and skills. Employees are "Workforce of ONE", that is, 13 people who have a skill portfolio and have the ability to contribute to a series of jobs, or as unique individuals. Organizations that capture employees in this way are likely to improve their performance, predict changes, and respond effectively, and maintain high performance. 14 72%of the employees who have been investigated have answered that it improves their work experience, but (through projects, internal work, or choosing their own work). Only 12%of the respondents have said that they can customize and personalize their responsibilities based on their skills, abilities and interests.

There are only 14 % of business leaders who think that their organizations have utilized the skills and abilities of their employees to the fullest. < SPAN>, for example, the Cleveland Clinic defined all staff as a "care worker" that cares not only for physical illness but also for patients' emotions from organizations specializing in specific occupations such as specialists and nurses. Instead of organizing departments for each specialized field, they organized a team mainly on patients and their illnesses, creating interdisciplinary and cooperative teams, promoting new treatments. 12 According to our survey, the organization is moving in a direction that expands the range of work and makes it more flexible about what to do in it (Figure 4). 24 % of the employees who participated in the survey have said that their organizations have already begun this.

Skills-based performance management

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While there is always a traditional work place, the organization is trying to create a portfolio in various ways to organize work with different options for different workforce and business.

Skills-based leadership and management

From: On e-o n-one relationship between employees and work

Elephant: The relationship between work and skills, workers are regarded as a unique individual with skill portfolio, and is that balance or not?

Matching skills to teams

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Build a “skills hub”: The engine of the skills-based organization

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A shared skills-based talent philosophy

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While there is always a traditional work place, the organization is trying to create a portfolio in various ways to organize work with different options for different workforce and business.

Clear and established governance

From: On e-o n-one relationship between employees and work

Elephant: The relationship between work and skills, workers are regarded as a unique individual with skill portfolio, and is that balance or not?

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A common language for skills

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Strong data and technology enablers

If an employee is not defined as a "work" by an organization, work is no longer a relationship between employees and work, but a larg e-scale relationship between work and skills. Employees are "Workforce of ONE", that is, 13 people who have a skill portfolio and have the ability to contribute to a series of jobs, or as unique individuals. Organizations that capture employees in this way are likely to improve their performance, predict changes, and respond effectively, and maintain high performance. 14 72%of the employees who have been investigated have answered that it improves their work experience, but (through projects, internal work, or choosing their own work). Only 12%of the respondents have said that they can customize and personalize their responsibilities based on their skills, abilities and interests.

download Share < Span>, for example, in Uneliva, the skills can be moved to projects and tasks as a ful l-time employee, or as a "U worker" depending on the human resource market in the company. "Like many organizations, we are in business silo, like many organizations, as we have never thought about it, so we never thought. You can provide such opportunities for people. " In Unilever, the work of each division is increasingly divided into projects, tasks, and products. Ultimately, Hull, in order to understand what each employee brings in the future, is not a lon g-standing name, but in a more detailed way, focusing on achievements and skills. We see that we will be able to see the contribution of the members. "If you reach that level of granularity, you can focus on employment and i n-house human resources, and you can apply appropriate human resources to appropriate tasks and projects, so your performance will be accelerated."

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Until now, only the selected "high potential" has been given the opportunity to work on busines s-critical issues and move on to another project, gaining the necessary growth. However, in skil l-based organizations, everyone can use the kind of experience that was previously given only to those who have recognized high potential, and now everyone has the opportunity to democratize. It is done.

download Share < Span>, for example, in Uneliva, the skills can be moved to projects and tasks as a ful l-time employee, or as a "U worker" depending on the human resource market in the company. "Like many organizations, we are in business silo, like many organizations, as we have never thought about it, so we never thought. You can provide such opportunities for people. " In Unilever, the work of each division is increasingly divided into projects, tasks, and products. Ultimately, Hull, in order to understand what each employee brings in the future, is not a lon g-standing name, but in a more detailed way, focusing on achievements and skills. We see that we will be able to see the contribution of the members. "If you reach that level of granularity, you can focus on employment and i n-house human resources, and you can apply appropriate human resources to appropriate tasks and projects, so your performance will be accelerated."

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Obstacles, challenges, and the future of skills-based organizations

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download Share < Span>, for example, in Uneliva, the skills can be moved to projects and tasks as a ful l-time employee, or as a "U worker" depending on the human resource market in the company. "Like many organizations, we are in business silo, like many organizations, as we have never thought about it, so we never thought. You can provide such opportunities for people. " In Unilever, the work of each division is increasingly divided into projects, tasks, and products. Ultimately, Hull, in order to understand what each employee brings in the future, is not a lon g-standing name, but in a more detailed way, focusing on achievements and skills. We see that we will be able to see the contribution of the members. "If you reach that level of granularity, you can focus on employment and i n-house human resources, and you can apply appropriate human resources to appropriate tasks and projects, so your performance will be accelerated."

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Today, all talent management is based on work. HR creates a duties description, sets up rewards, creates an organizational diagram, and allocates training. Managers use their job, feedback, promotion, and team formation. And employees go on the next step through their career. The talent management from this point of view is based on a standardization, processed, siloized, intensive, and supply chai n-oriented worldview.

Managing a portfolio of different types of work arrangements with fairness and equity

Skil l-based organizations overturn the talent management and redeemed all talent practical to skil l-based or jo b-based things. < SPAN> The important aspects of seeing employees as a unique individual, not as owners of work, have the ability to continue learning and grow each individual, and how their skills are at work. It is a perception that it is possible to decide whether to extend it. By not being bound by the frame of work, workers try to make new things easier and more, to continue learning new skills, to establish new skills, and to provide basic skills such as emotional intelligence and problems. It can be used in a completely new way. This is a learning that becomes better in the workflow that makes it more experienced and applied to actual problems.

Until now, only the selected "high potential" has been given the opportunity to work on busines s-critical issues and move on to another project, gaining the necessary growth. However, in skil l-based organizations, everyone can use the kind of experience that was previously given only to those who have recognized high potential, and now everyone has the opportunity to democratize. It is done.

From: Judgment on how to organize work and make decisions on employees based on work

Overindexing on skills

To: determine how to organize your work based on your skills and ultimately the other unique characteristics of employees.

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download Share < Span>, for example, in Uneliva, the skills can be moved to projects and tasks as a ful l-time employee, or as a "U worker" depending on the human resource market in the company. "Like many organizations, we are in business silo, like many organizations, as we have never thought about it, so we never thought. You can provide such opportunities for people. " In Unilever, the work of each division is increasingly divided into projects, tasks, and products. Ultimately, Hull, in order to understand what each employee brings in the future, is not a lon g-standing name, but in a more detailed way, focusing on achievements and skills. We see that we will be able to see the contribution of the members. "If you reach that level of granularity, you can focus on employment and i n-house human resources, and you can apply appropriate human resources to appropriate tasks and projects, so your performance will be accelerated."

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Responsible use of workforce data and AI

Skil l-based organizations overturn the talent management and redeemed all talent practical to skil l-based or jo b-based things. The important aspects of seeing employees as a unique individual, not as owners of work, have the ability to continue learning and grow each individual, and how to improve their skills at work. It is a perception that it can be decided. By not being bound by the frame of work, workers try to make new things easier and more, to continue learning new skills, to establish new skills, and to provide basic skills such as emotional intelligence and problems. It can be used in a completely new way. This is a learning that becomes better in the workflow that makes it more experienced and applied to actual problems.

Until now, only the selected "high potential" has been given the opportunity to work on busines s-critical issues and move on to another project, gaining the necessary growth. However, in skil l-based organizations, everyone can use the kind of experience that was previously given only to those who have recognized high potential, and now everyone has the opportunity to democratize. It is done.

From: Judgment on how to organize work and make decisions on employees based on work

download Share < Span>, for example, in Uneliva, the skills can be moved to projects and tasks as a ful l-time employee, or as a "U worker" depending on the human resource market in the company. "Like many organizations, we are in business silo, like many organizations, as we have never thought about it, so we never thought. You can provide such opportunities for people. " In Unilever, the work of each division is increasingly divided into projects, tasks, and products. Ultimately, Hull, in order to understand what each employee brings in the future, is not a lon g-standing name, but in a more detailed way, focusing on achievements and skills. We see that we will be able to see the contribution of the members. "If you reach that level of granularity, you can focus on employment and i n-house human resources, and you can apply appropriate human resources to appropriate tasks and projects, so your performance will be accelerated."

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Making skills data portable and interoperable beyond the boundary of the organization

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If employment becomes more and more meaningful as an organizational components of work, and if skill is a new basic basis of work, it is necessary to radically change the managers and human resources to support labor. be.

Today, all talent management is based on work. HR creates a duties description, sets up rewards, creates an organizational diagram, and allocates training. Managers use their job, feedback, promotion, and team formation. And employees go on the next step through their career. The talent management from this point of view is based on a standardization, processed, siloized, intensive, and supply chai n-oriented worldview.

Skil l-based organizations overturn the talent management and redeemed all talent practical to skil l-based or jo b-based things.

Take recruiting, for example. When a job need arises, hiring managers typically default to opening a requisition for the position and then using algorithms to screen candidates based on previous work experience and credentials. But with a skills-based approach, they first determine how best to structure the job (through traditional or non-traditional hiring), what skills are needed to complete it, and who would be best suited to the job (such as an in-house employee or an outsider like a freelancer), and then screen workers based on their skills. By using artificial intelligence to understand which employee skills are essential to their success and applying “positive” filters that “screen” based on skills and proven competencies, even if those employees have never done similar work before, organizations can open the doors of opportunity and movement to millions of people who were previously excluded. 例えば、ある通信会社が機械学習のスキルを必要としていたとき、機械学習や AI の仕事に就いている人や、その分野の学位を持っている人を探すことはなかった。これらの労働者を採 用するのは非常に難しかった。その代わりに、機械学習のスペシャを自認する数千人の労働者のプ ? どった経路を 理解した。そして、彼らを検索して採用するアルゴリズムを作成、人材プールを同社が見積もっていた 3 The Home のスキルプロファイルをさまざまな職種と比較し、開発すべきスキルのリストが用 15 学習能力などの人間としての基本 的な能力に基づく採用がますます重要になる。そうすれば、従業員は他のスキルをと。

The telecommunications company also had the advantage that the transition to a skil l-based approach could provide a wealth of skill data that would help you plan your personnel planning. In other words, what kind of skills do you have if you rely on the basic skills of existing employees and adjacent skills in a little investment, as well as what skills your employees have? You can understand if you can easily have it. 16

Balancing worker autonomy and choice with organizational needs

With a skil l-based approach to labor planning, organizations can plan what skills you need, where you can, and what kind of work you need to apply for. For example, Unilever has identified more than 80. 000 jobs that may be needed for the next five years. These tasks are likely to be performed by ful l-time, gig workers, contractors, and flexible people. 17

If salary is not based on duties-evaluation, and it is determined by the position in the hierarchy or market, how will it be decided? The answer can be evaluated for the work that was performed, how well it was done, some of the achievement results, and some of the necessary skills.

In the United States multinational manufacturing company W. L. Gore (known as a manufacturer of Gor e-Tex fabric), employees do not have a duties description that is the basis of salary. Instead, employees are ranked by 20 to 30 colleagues based on added value and contribution to the organization. The committee decides the reward using this information and external benchmark data. 18 Another method is to determine a complete reward based on the skill set of individuals, according to market value and organization needs.

Approximately 75 % of executives and employees have said that the transparency based on skills and the skills based on skills will be positive.

Taking the first steps toward the skills-based organization

In many employment maintenance organizations, employees can have both basic salary based on duties and "skills" salaries based on market value and organization's needs. This allows employees to obtain rewards in response to market demand for their skills, but since their duties can be defined more widely, they are the fluidity of developing skills in various types of duties. Can be enhanced. Each organization has begun this attempt: IBM uses the AI ​​-based Cognipay system to determine salary based on market demand, i n-house forecasts, skills and cluster friction data. 19

Employees will be rewarded and recognized by continuing to develop skills. But should we consider skills in the performance management process? This can be a controversy. Performing management approaches generally evaluate employees' achievements and performance on their goals rather than their skills themselves.

Google is trying to balance skills and achievements in the new performance management process. Google employees cooperate with their boss to identify the "priority items" in their abilities, identify specific learning opportunities based on their priority, and act in the next quarter. I am. 20

In performance management activities, there are other ways to promote the development of abilities. One example is that employees have a standard showing that they are eligible to take another duties in another department of the same company, and convey the criteria with transparency. HR and managers should discuss how employees are demonstrating their future leaders and the skills of the "next level" in talent reviews. Individuals and their boss have a common understanding of what skills they have, and in the flow of work in a quarterly (or more frequency) You should actively discuss how to acquire and demonstrate your experience and how to gain training.

In the skil l-based approach, the role of managers and leaders shifts to organize work and skills dynamically through projects, tasks, and solutions, as managing employees. Managers will share their talents beyond business functions and teams, rather than accumulating their talents for their team. < SPAN> employees will be rewarded and recognized by continuing to develop skills. But should we consider skills in the performance management process? This can be a controversy. Performing management approaches generally evaluate employees' achievements and performance on their goals rather than their skills themselves.

Google is trying to balance skills and achievements in the new performance management process. Google employees cooperate with their boss to identify the "priority items" in their abilities, identify specific learning opportunities based on their priority, and act in the next quarter. I am. 20

In performance management activities, there are other ways to promote the development of abilities. One example is that employees have a standard showing that they are eligible to take another duties in another department of the same company, and convey the criteria with transparency. HR and managers should discuss how employees are demonstrating their future leaders and skills in the future of the "next level" in talent reviews. Individuals and their boss have a common understanding of what kind of skills it is for their employees to acquire the skills, and in the quarterly (or more frequency), these skills are in the flow of work. You should actively discuss how to acquire and demonstrate your experience and how to gain training.

In the skil l-based approach, the role of managers and leaders shifts to organize work and skills dynamically through projects, tasks, and solutions, as managing employees. Managers will share their talents beyond business functions and teams, rather than accumulating their talents for their team. Employees will be rewarded and recognized by continuing to develop skills. But should we consider skills in the performance management process? This can be a controversy. Performing management approaches generally evaluate employees' achievements and performance on their goals rather than their skills themselves.

• Google is trying to balance skills and achievements in the new performance management process. Google employees cooperate with their boss to identify the "priority items" in their abilities, identify specific learning opportunities based on their priority, and act in the next quarter. I am. 20
• In performance management activities, there are other ways to promote the development of abilities. One example is that employees have a standard showing that they are eligible to take another duties in another department of the same company, and convey the criteria with transparency. HR and managers should discuss how employees are demonstrating their future leaders and the skills of the "next level" in talent reviews. Individuals and their boss have a common understanding of what skills they have, and in the flow of work in a quarterly (or more frequency) You should actively discuss how to acquire and demonstrate your experience and how to gain training.

1. In the skil l-based approach, the role of managers and leaders shifts to organize work and skills through projects, tasks, and problems to be solved, as managing employees. Managers will share their talents beyond business functions and teams, rather than accumulating their talents for their team.
2. Managers still play a key role in communicating the organization’s purpose and vision, defining and aligning job skills, improving how work gets done through a continuous cycle of agile experimentation, providing resources and support, and helping employees develop an ever-changing portfolio of bespoke skills. However, in some organizations, many of these key competencies are diffused through employees at all levels or given to specific employees as part of a temporary role at any given time, resulting in little need for managers. In other cases, traditional managers evolve into project manager-like roles.
3. 14% of HR executives say they match skills within teams to a great extent to create optimal team composition, and 84% say they do so at least to some extent.
4. Hypothesis IBM created an AI tool that uses people’s skills and other characteristics to suggest optimal sales teams and predict win rates based on team composition. 21
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• Organizations that choose a skills-based model may wonder how to make it work. The key engine that drives this model is a central “skills hub” with the following elements:

Shifting the organizational principle of work and workforce from jobs to skills requires a common approach across the organization on the value and prioritization of skills as the connecting thread of talent management and how it is reflected in all workforce decisions. For example, a Dutch telecommunications company started by defining its talent philosophy as it embarked on its transformation journey to a skills-based organization. 22

For more information about the transition from work to skill, see the chart.