top of page

Death of the job, long live skills

We are experiencing one the greatest, and fastest, periods of change since the industrial revolution.

Where, how and why we work are being questioned at all levels – from senior leadership teams planning business strategies, to school leavers and graduates embarking on their careers.

It is pretty much universally accepted that hybrid working is here to stay, companies need to offer flexibility on where and when we work in order to retain and attract talent. There are some niggles to address e.g. onboarding and team working but these should be ironed out as hybrid work continues to be the norm.

Right now, the most critical company objectives include; community and environmental impact; agility, growth and innovation; diversity, inclusion and equality, and providing a positive work environment.

How organisations ditch the traditional concept of work and embrace the concept of focusing on skills will help them to address many of the objectives listed above. Companies that have taken the brave step towards skills based, as opposed to work based, strategies are reaping the benefits.

Organizations with a skills-based approach are 107% more likely to place talent effectively and 98% more likely to retain high performers and have a reputation as a great place to grow and develop.

Managers more than ever before need to understand and tap into the personal skills and strengths of individuals in their team, recognising development areas and putting interventions in place to personalise learning, if they are to retain the skills available in their organisation.

The other piece of the people puzzle is about understanding each other’s skills. Any team will collectively contain areas of strength and weakness. Acknowledging your potential limitations and leveraging each other’s strengths, will drive your ultimate success. The role of the manager and the wider organisation is to understand these and build them into a career management strategy to keep individuals and teams engaged and motivated.

Annual 360 surveys can help to identify untapped skills, and support your learning and development strategies that retain your talent. A well run 360 survey, and crucially individual report review with an experienced 360 practitioner, can help to uncover potential skills. At GFB we have over 20 years of experience in creating, hosting and running 360 surveys for our clients. Our 360 Group Reports can highlight untapped strengths and potential learning trends in teams. We provide any level of support from planning your 360 to delivering 360 feedback.

Please email if you would like us to send you our Guide to 360 Surveys or if you would like to set up a call.

PS No chatbots were used in the creation of this article 😉

22 views0 comments


bottom of page