CLIENT CASE STUDY - How PeopleCentriX enabled a professional services client's transition into a skills-based organisation.
As an outcome of our HR scan, TechnoCorp, a professional services company specialising in analytics, artificial intelligence, and e-commerce, aimed to transition to a skills-based organisation, focusing on skills and competencies rather than traditional qualifications when assessing employee suitability for roles. Our objective was to help them develop a robust skills taxonomy and transform their talent management processes.
Given the nature of their business, it was absolutely critical for TechnoCorp to stay on top of emerging skills in order to effectively deliver their services. The rapidly evolving landscape of analytics, artificial intelligence, and e-commerce demanded that the company closely monitor and adapt the skill set required to meet client demands and industry trends. In light of this, TechnoCorp needed to shift from a qualification-centric approach to a skills-first approach. This required defining the taxonomy of core, leadership, and technical skills, as well as redefining their talent management processes, including recruitment, performance evaluation, learning, and mobility.
To address the challenge, we adopted a structured approach that involved collaboration with key stakeholders, data collection, and benchmarking against industry practices. The solution encompassed the following key steps.
Step 1 - Skills Taxonomy Development
In collaboration with TechnoCorp's HR and leadership teams, we embarked on the development of a comprehensive skills taxonomy. This framework encompassed core, leadership, and technical skills, providing a standardised language to describe required capabilities for each position.
Step 2 - Talent Management Transformation
We facilitated the transformation of TechnoCorp's talent management processes to align with the skills-based approach. This included revisiting job profiles, performance evaluation criteria, and career progression frameworks. These processes were redefined to focus on assessing employees based on their relevant skills and competencies, rather than relying solely on traditional qualifications or job titles.
Step 3 - Pilot of the New Taxonomy and Talent Management Processes
To ensure the successful implementation of the skills-based organisation, a pilot phase was initiated. During this phase, a selected department within TechnoCorp was chosen to test the new skills taxonomy and talent management processes. This allowed for iterative improvements, fine-tuning, and validation of the effectiveness of the new approach.
Step 4 - Recommendations for Deploying to the Entire Company
Based on the results and feedback from the pilot phase, we provided TechnoCorp with recommendations for deploying the skills-based organizsation approach across the entire company. These recommendations included strategies for communication, training, and change management to ensure a smooth transition and widespread adoption of the new skills taxonomy and talent management processes.
Implementing a skills-based organisation at TechnoCorp yielded several valuable outcomes:
Enhanced Talent Assessment and Alignment
The development of a skills taxonomy enabled TechnoCorp to accurately assess employees' skills and competencies. This ensured that individuals were assigned to roles that best matched their capabilities, leading to improved alignment between employee skills and role requirements.
Targeted Talent Development
The skills-based approach facilitated targeted employee development initiatives. With a clear understanding of required skills, TechnoCorp could provide focused learning resources and solutions to bridge skill gaps and nurture talent within the organisation.
Improved Talent Mobility and Utilisation
By focusing on skills and competencies, TechnoCorp supported talent mobility and internal redeployment. Employees were encouraged to explore diverse career paths within the company, resulting in increased employee engagement, reduced turnover, and optimal utilisation of existing talent.
Promoted Diversity and Inclusion
The skills-based approach promoted diversity and inclusion by shifting the focus from traditional qualifications to relevant skills. This created equal opportunities for employees from diverse backgrounds, facilitating a more inclusive and equitable work environment.