Welcome to the new series of blog articles by New Voices in L&D. I do it to help guarantee that we do not only keep in an echo room, which is very easy to do, and not only to hear the same L&D voices, which is also very easy to do.
In the first in the series, Nikolina explains how we release talent by exploiting skills for the success of talents. The subject of L&D / HR skills has been very relevant in recent years, and Nikolina helps provide practical steps below on how to start.
Nikolina is a professional in learning and development passionate about HR technology as a facilitator of people. With a vast experience to help organizations transform their apprenticeship and development departments, she is currently working as responsible for customer success for a learning technology in Nordic. You can connect with her on Linkedin here.
I do not modify or modify the written documents for me. I am not an editor, and it is not something that matters to this series. Each piece is subject to the author's own writing style. I do not check the facts either, unless there is something that should be checked.
Label potential: exploit skills for the success of talent
Skills -based talent management may seem like an old subject. After all, he has been doing the company's agenda for years. However, it is surprising to see how many organizations are only starting to consider this approach. The time has come to move the story and really allow your workforce thanks to skills-based talent management.
Working for a learning technology company, I frequently receive questions from organizations on the implementation of skills -based strategies. Let's start by approaching some of these common requests. Then we will explore practical steps to start this transformer trip.
- What is the best way to do it?
Start by focusing on the specific problem relevant to your organization. Identify the challenge that must be met for your business to succeed. For example, if your underperform sales team and experiences a high turnover, work with the sales leading team to create a skills model. This process can help you understand the current levels of competence of your sellers, to identify underlying obstacles, to determine if the structure of the team needs reorganization or to assess whether new hires are necessary.
There is no unique approach to become a skills -based organization. Skills are a tool to help you solve problems, so it is crucial to understand why you are implementing a skills -based approach. Let this question guide your whole strategy.
- What type of taxonomy (library) should we use?
A skills taxonomy is a structured list of all the skills of the organization. The use of AI to help create this taxonomy ensures complete coverage. With powerful AI engines available, they can quickly scan employee data, such as roles of use, to effectively create and keep your skills library.
I observed that organizations spend years developing their own libraries, only to discover that many skills have changed at the time of launch. Instead of working on manual processes, work more intelligently using AI to manage your skills library. AI considerably reduces the administrative workload, allowing more dynamic and personalized skills to monitor.
In addition, AI helps organizations to adapt to skills evolving their workforce, ensuring agility and reactivity to change. The adoption of AI for skills management rationalizes operations not only, but also improves organizational efficiency.
- Do we need to define critical skills (required) for each role?
Start by defining the skills required for a specific department or essential critical roles to achieve your commercial objectives. Start small, fix clear steps and prioritize areas that require immediate attention. Some positions benefit more from a set of flexible skills that allows growth and adaptation. By maintaining flexibility in the definition of certain roles, you offer employees the possibility of developing and innovating.
- How do we promote the skills of our organization?
You must establish clear change and communication management strategies. Make sure your main stakeholders include both the advantages and the process. Concentrate your message on “What's for me?” Underline how employees will benefit from the sharing and evaluation of their skills. Also explain the advantages for managers and other relevant HR services.
Practical steps to start
So how do you start? Here are some practical steps:
• Identify key areas: Start by identifying key areas where a skills -based approach can have the most impact. Focus on roles or departments that are essential to the success of your organization.
• Take advantage of technology: Invest in AI -focused tools that can help you map and manage skills within your organization. These tools can provide information on existing skills and identify the gaps that must be filled.
• Create a flexible frame: Develop a flexible skills framework that can evolve over time. This framework should allow continuous development and evaluation of skills, rather than a static list of requirements.
• Engage your people: Offer training and growth possibilities that align the interests of employees and organizational needs. Encourage them to appropriate their development of skills.
• Monitor and adjust: Continuously monitor the effectiveness of your skills -based approach. Collect the comments and prepare to adjust yourself if necessary. This ensures that the approach remains relevant and effective.
Focus on these steps and create a more dynamic, adaptive and qualified workforce.
