Businessman Presenting Ideas To Coworkers

The times they are a-changin’ – shouldn’t you?

Why a skill-based approach is the right mantra for hiring and growing talent

Back in 1963, in an America roiled by the civil rights movement and racial equality issues, singer-songwriter Bob Dylan penned these lyrics:

Come gather ‘round people
Wherever you roam
And admit that the waters
Around you have grown
And accept it that soon
You’ll be drenched to the bone

If your time to you is worth savin’
Then you better start swimmin’
Or you’ll sink like a stone
For the times they are a-changin’.

In retrospect, Dylan’s song of the zeitgeist seems relevant for varied contexts

Why a skill-based approach is the right mantra for hiring and growing talent

Take into consideration the rapidly evolving world of work, which is constantly being reshaped by technological advancements, be it the eye-watering speed and scope of AI or the internet’s daily tsunami of information. The pandemic further accelerated these changes, transforming traditional working models from conventional 9-to-5 routines to remote and hybrid formats. Additionally, the expectations of the emerging Gen Z workforce, who value agility, agency, and equity (as pointed out by a Deloitte study), demand a fresh approach to talent management. Companies who have since embraced radically new ways of workforce management have survived and thrived. For those who are reluctant to let go of old comfort zones, it’s time they heeded Dylan’s song.

A significant lesson from the pandemic, when the talent pipeline ran alarmingly dry, was the realisation that cookie-cutter job profiles were often inadequate. In reality, people possess versatile, transferable skills that transcend the constraints of rigid job descriptions. This insight has led to a paradigm shift in HR practices: qualifications and work experience are less important than actual skills.

Simply put, a candidate’s resume, however well-embellished with degrees and certifications, does little to reveal their aptitudes, capabilities or cultural fit within a workplace. With this realisation came the need for new ways to assess talent, driving companies to adopt data-driven hiring practices. Automated hiring platforms enable the identification of candidates based on specific skills, moving away from vague parameters like education, pedigree or past work experience.

According to Harvard Business Review, evaluating employees and new hires based on their skill sets, rather than work history, can level the playing field and reveal hidden talent within the organisation. This approach also enhances diversity and makes the hiring process more effective.

Transitioning to Skill-Based Hiring

How can employers make the shift from traditional to skill based hiring? What are the benefits and obstacles involved? Here are some suggestions and findings to consider.

Reconfigure the present workforce composition

Start by reviewing the current workforce structure. Redefine role descriptions in terms of the necessary skills required for each position. This helps identify skill gaps within the organisation, allowing for targeted recruitment or internal upskilling.

Revise job descriptions.

When hiring new talent, prioritise skills over academic qualifications and previous work experience. Clearly outline the skills required for each role to attract the right candidates.

Embrace technology-based assessments.

Leverage automated recruitment platforms to align candidates’ skills with job requirements accurately. These platforms offer several advantages:

  • Precise matching of candidates with necessary skills
  • Elimination of bias
  • Increased diversity
  • Development of smart recruitment plans based on predictive analytics

Benefits of skill-based recruiting

How exactly do recruiters benefit from this shift in methodology? Here are some of the positive spin-offs from skill-based recruiting:

  • A workforce with diverse skills can quickly adapt to changes in the business environment.
  • When employers are able to identify skill-gaps among individual employees, they can proactively reduce these gaps with the necessary training and development programmes, increasing overall productivity.
  • Employees who get opportunities to utilise all their skills rather than being stuck in fixed job roles, are more engaged and productive.
  • Upskilling or reskilling the current workforce is cost-effective and fosters loyalty, reducing the need for external recruitment, which is an exercise that can be expensive and futile.

Challenges to skill-based hiring

Despite so much data that favours skill-based talent assessment, some companies face resistance to switching their recruitment strategies, often from employees who have grown accustomed to conventional processes. Overcoming this requires empathy, consistent support, and effective communication from employers.

Additionally, unconscious bias can infiltrate tech-based assessments. Ensuring that recruitment software is carefully programmed to avoid discriminatory outcomes is crucial.

References

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