Let's begin by diving into what makes a skills-based organisation. David James, Chief Learning Officer of 360 Learning defines skills-based learning as “a learning strategy that focuses on the skills required for people and organisations to grow. This makes it easier to arm employees with the skills necessary for today and the future.” In his TrainingZone article, he went onto comment that “…skills-based approaches make it more straightforward to upskill and reskill employees into areas of the business that need the right people.”
Such an approach seems to be an evolution of what Jim Collins referred to in his book Good to Great, as ‘getting the right people on the bus’. The phrase prompts us to consider how much we should be concerned with job descriptions and how much we should focus on recruiting and retaining team members who have the capabilities (including skills) that our organisations need.
In a world that is still facing talent shortages in many sectors, it is important to consider how organisations might take a strategic approach to workforce planning that focuses on employee capabilities, skills and skills development.
How L&D can support the transition to skills-based organisations
Learning and development teams have a key role to play in adopting skills-based approaches. Here’s three ways we can get started.
1. Start the conversation about skills
As L&D professionals, we can start a conversation in our organisations about what we mean by ‘skills’.
In many organisations the word is used to describe technical skills and the focus of development activities is on this area. We also still talk about ‘soft skills’, although usually acknowledging that these are often the more difficult ones to acquire and develop.
L&D professionals can be instrumental in helping organisations to identify the required skills – and which of these can be learned. We can initiate discussions around the core skills that new recruits need to bring with them and those skills which can be developed once employed.
Another factor to consider here is ‘competence’. Discussions across our organisations should help clarify both the skills and competences required to achieve organisational goals.
By looking into the future, we can help teams across the business to predict what will be needed to succeed. This is a different conversation to one about job analysis and role definition.
The conversation will help leaders and managers describe and identify the right people to bring onto the bus and incorporate this into the recruitment and selection process.
2. Analyse the skills requirements – today and tomorrow
L&D professionals can use their data gathering and analysis skills to assess future skills requirements. This should look beyond the annual plan and consider capabilities that will be required in the next three to five years.
In L&D we are well placed to make predictions for the future. We are curious. We have skills in using data, identifying trends and communicating these in a credible and influential way. We look both inside and outside our organisations for information and we are good at finding reliable and valid sources.
Learning needs analysis (LNA) should not be based solely on this year’s objectives and the outcomes of the annual performance review process.
To adopt a more strategic focus for LNA, look at the activities of the future and ask what skills will be needed to take them on.
3. Create a compelling employee value proposition
We are also well placed to support the creation of an attractive employee value proposition (EVP). This is the promise that an organisation makes to its employees and potential employees about what they will receive in exchange for their contributions.
We can help our organisations bolster this EVP by nurturing a learning culture that aligns with organisational and individual objectives.
We can also design and develop programmes that support learning within daily life, rather than simply offering a series of one-off activities.
When it comes to social and collaborative learning, we can help create spaces for peer learning and encourage knowledge exchange via the use of internal expertise within learning experiences.
Final takeaway
A skills-based organisation is one that moves away from the tradition of fixed job descriptions towards a skills-focused mentality. It’s a tough ask, and navigating this new way of working will require the backing and support of L&D teams. We can – and should – consistently support our organisations to develop the capabilities needed to adapt and start to think differently.
