The case of competency-based talent management

Just before the pandemic, the terms “retraining” and “upskilling” dominated conversations in the workplace. The context for these was usually the broader topic of preparing organizations and their employees for how work would be changed, primarily through the application of powerful and innovative technologies such as artificial intelligence and robotics. . Many employees worried that their roles would be impacted or even replaced by “technology” in one form or another. And for employers, they were struggling to make the transition to an environment with more technology and fewer employees.

While these concerns remain and are valid, the pandemic and its aftermath has also caused HR and talent leaders to consider another aspect of the “skills” discussion, namely, centering acquisition and talent management on skills. This has been driven, for many organizations, by a protracted and difficult job market, where needed talent has been hard to find.

Moving to a competency-based approach to talent acquisition and management requires thinking less about resumes and job descriptions, and more about identifying and matching the skills employees have (or can develop) with the skills required for the organization to achieve its business goals. . Rather than relying primarily on traditional elements of a person’s professional and educational profile, such as schools attended or previous roles held, a competency-based approach seeks to identify the skills a person has. demonstrated, those they may possess that are often not specifically indicated in their profile and the skills they are likely to acquire over time. The accumulation of current and potential employee skills is then compared to current and future organizational needs and business strategies. This change requires a deeper reflection on candidates and employees and their potential to adapt, improve and develop new skills.

If that sounds like a large and complex undertaking for the organization, it is. But a host of new HR technologies have emerged in recent years. They are designed to help organizations identify employee skills (both explicit and implicit), help individual employees understand how and what skills they should consider developing to achieve their career goals. and to assist human resources and workforce planning efforts to ensure the organization has the skills and capabilities necessary to achieve its goals. These new technologies often apply the AI ​​and machine learning techniques mentioned above to reveal insights into employee skills as well as opportunities for the organization to find skills and talent using new approaches and to from new places.

Shifting from a talent management approach to a competency-based approach will result in increased opportunities for employees, improved diversity and inclusion results, and enhanced organizational capacity. organization to adapt to changing market conditions and talent needs. It’s an important and complex topic, and one that has re-emerged as a priority item as organizations slowly but surely adapt to business post-pandemic.

Fortunately, at the HR Technology Conference next month, you can learn a lot more about this topic in many of the sessions on the agenda, see the new and innovative technologies that have been provided to aid in these efforts during of the exhibition and hear from the leaders of the organization throughout the exhibition. the event who have adopted a competency-based approach. For many, skills are the currency of the future workplace, and now is the time to change the way you think about managing and acquiring talent. We hope to see you at HR Tech to start (or continue) this conversation.

Click here to register for HR Tech, September 13-16 in Las Vegas.

Comments are closed.