Have you heard about the shift from jobs to skills when it comes to evaluating talent?
I love 360Learning's take on attracting and developing skills rather than jobs, and how a job-based operating model can be more restrictive than a flexible and resilient one that is skills-based. Let's address this from a hiring standpoint. Instead of jumping right to thinking about a certain title or role you need to fill on your team (which is often the place we begin), first think about the skills that you need in order to produce positive business outcomes. Think about which skills would elevate your business by making your programs more effective and productive while keeping you agile and efficient. While you will still need to end up with a role's title (with matching salary, job responsibilities, position in the org chart, and so on), begin by evaluating the ideal skills or the gaps that you need filled. Don't simply jump to the conclusion that "we used to have Role X on the team, and that person left, so now we need to hire again for Role X," or that "as we grow, the typical next step is to hire Role Y." Instead, work backward. Take a break and step out of the job-centric view for a moment. Consider which skills will enhance your company culture, contribute to business innovations, and ensure the right work gets done. Write those skills down. Ask yourself:
What type of person do you want on your team? (Start there, basic and high-level.)
How will this person approach their work, and why would that be helpful for you?
What obstacles are you facing in your projects right now, and what skills would help solve those issues?
What skills succeed at your company, and do you want a new hire to be similar or different from that profile?
Which skills are missing from your team, and what would the impact be if you had someone with those skills?
Then, start refining your list. You can group skills together based on level, similarity, or even department or function. Then, try out some titles that might apply to the group of skills you've identified. Do some research and confirm whether the title you're exploring matches the skills effectively. Make some tweaks based on your data, your budget, and your needs.
Lastly, finalize the job description, and train your team members on interviewing based on skills. For example, instead of harping on candidates' previous job titles, ask what skills they used to generate which outcomes or the capabilities they will bring to your company, and evaluate their potential to use those skills appropriately once they have joined your team. And of course if you are hiring based on skills, you will want to ensure that practice continues throughout your workforce and is present throughout your employees' tenure at your company. In other words, don't let the skill-based focus end with the hiring process. Embed skills-based conversations in your performance reviews and 1on1s. Set goals to develop employees' skills. Determine a system to measure the impact of these skills on your business. Infuse your communication with skills-based language so employees know this is not just a passing fad but instead is an integral part of your culture at your company.
Evaluating talent based on skills rather than title can also help remove some of the tensions power dynamics bring into play and can instead enable opportunities for people at any level on any team from any background. For example, if you are working on a project and you know you need someone who is very organized to put together a project plan, look for someone with that skill, even if their title isn't what you might expect. Emphasize when people use their skills for good, and celebrate which skills are most helpful to the business. Encourage your employees to use their skills to achieve shared goals and embrace opportunities regardless of level or function. You will unlock exponential rewards in no time flat.
To maintain this new way of working, ensure that the focus on skills is evident at every point in your operations, from hiring to retention, from goal measurement to career growth, from self-assessments to performance reviews, from project meetings to revenue strategies. Be consistent, celebrate what you want to see more of, and don't let up. Use your unique skills to ensure your skills-based shift sticks!