Are Your Talent Technologies Sufficient to Move From Jobs to Skills?

Are Your Talent Technologies Sufficient to Move From Jobs to Skills?

If you’re reading this, you may be among the 98 percent of business executives who Deloitte says are planning on moving toward more skills-based organizations.  

It’s a good time to ask yourself: Can we, as a large company or government, move to a skills-based approach with our current technologies?  

Let’s think about what you need from your talent technologies as you become an organization that’s more focused on skills in every aspect of its talent processes.

Your technology should:

1) Automate tasks. Without automatically mapping skills to your LMS, job reqs, and career paths, building a skills infrastructure is slow and costly. Plus, a significant portion of your existing investments in talent technologies is wasted with weak adoption and employee engagement.  

2) Be sustainable. With legacy talent technologies, large organizations finish a skills overhaul after about three years, only to find that their work is already out of date and they have to restart the process, often with the help of expensive consultants.

3) Use an effective skills language. When you use a static, manual system, relying on a limited dataset, it means fewer matches between employees and learning and internal job opportunities; fewer matches between candidates and your jobs based on skills and capability; and an outdated, linear (have they done the job before?) view of workforce planning. On the other hand, you can use a dynamic, evolving dataset based on the world’s largest knowledge graph of jobs, skills, pay, and the labor market. Then Quantum Labor Analysis breaks down every job and every person at a very granular level, multiplying internal mobility, and hiring opportunities and enabling skills-based workforce planning. You align your L&D spending with employee development and business goals.

The chart below illustrates the differences between the capabilities of a skills-intelligence platform and the typical functions of an HRMS (though of course they vary) in each step of the four-phase process of adopting skills intelligence.

Image: The capabilities of a skills-intelligence platform versus the typical functions of an HRMS

This chart should give you a sense of why Fortune 500/Global 2000 organizations, as well as government agencies, are adding a Human Capital Operating System to their traditional human resources system as they make the jobs-to-skills transition.  

A skills-intelligence platform is a game-changer when it comes to making this jobs-to-skills transition. Without it, you lack visibility into the external labor market. You experience barriers to internal mobility. Your learning and training spending isn't aligned to the business.  

But with it, you continuously and automatically intake, store, and map skills for better training, planning, and hiring decisions. As we’ve partnered with customers on workforce transformations, we’ve seen that in action. A global pharma leader defined the standard skills for 5,000+ roles and mapped essential skills to existing talent in weeks, saving more than $2 million and more than two years. A healthcare cloud technology company gathered the skills of 80 percent of employees in about four months. A multinational insurance and investment provider predicted the skills required for roles at an accuracy level of 95 percent.

Let us know if you want to learn more.

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