Overview

But confining work to standardized tasks done in a functional job, and then making all decisions about workers based on their job in the organizational hierarchy, hinders some of today's most critical organizational objectives: organizational agility, growth, and innovation; diversity, inclusion, and equity; and the ability to offer a positive workforce experience for people.

In response, some organizations are moving toward a whole new operating model for work and the workforce that places skills, more than jobs, at the center. 

How we do this and how we will need to redefine and refocus all of our HR systems and processes is the focus of this webinar.

Why you should Attend

By decoupling some work from the job either by atomizing it into projects or tasks, or broadening it so it's focused on problems to be solved, outcomes to be achieved, or value to be created people can be freed from being defined by their jobs and instead be seen as whole individuals with skills and capabilities that can be fluidly deployed to work matching their interests, as well as to evolving business priorities.

And by basing people decisions on skills more than jobs, organizations can still have a scalable, manageable, and more equitable way of operating. 

This shift in approach is a result of several broader business shifts:

• Worker demands for more autonomy
• Talent shortages
• The need for agility
• Digital transformation
• Decreasing relevance of jobs

One approach is to create an internal talent marketplace that enables skills to fluidly move to projects and tasks across the organization, either as a permanent employee or as a "U-Worker": a worker who has a guaranteed minimum retainer along with a core set of benefits, and who contracts for a series of short-term projects.

We will see that there's all this opportunity that we can unlock for people that maybe we wouldn’t have been considering because we would have been more in our functional silos. 

In the Skills Based Organization, work is being divided into projects, tasks, and deliverables. The ultimate objective is a more granular method of viewing employees’ contributions focused on outputs and skills rather than on years with a job title, to understand what each employee brings. 

This will allow organizations to get much more targeted in their recruitment, in the internal mobility of talent, and applying the right talent to the right tasks and projects, and thereby also accelerating business performance.

Areas Covered in the Session

Skills-based organizations operate based on four principles:

• Liberating work from the confines of the job by reorganizing work as a portfolio of fluid structures, including and beyond the job
  
• Reconceiving workers from being employees in jobs to being a "workforce of one" individuals who work on- or off-balance-sheet, each with a unique ability to make contributions and a portfolio of skills and capabilities that match the work
  
• Using skills, rather than jobs, to make decisions about work and the workforce from who performs what work, to performance management to rewards to hiring
  
• Building a "skills hub," an engine of skills data, technology, governance, and more, to power these decisions
  

Who Will Benefit

• All