{"id":61974,"date":"2023-03-21T21:59:28","date_gmt":"2023-03-21T21:59:28","guid":{"rendered":"https:\/\/explore.local\/2023\/03\/21\/the-decade-ahead-evolving-your-company-into-a-skills-based-organization\/"},"modified":"2025-04-04T20:07:32","modified_gmt":"2025-04-04T20:07:32","slug":"the-decade-ahead-evolving-your-company-into-a-skills-based-organization","status":"publish","type":"post","link":"https:\/\/degreed.com\/experience\/blog\/the-decade-ahead-evolving-your-company-into-a-skills-based-organization\/","title":{"rendered":"The Decade Ahead: Evolving Your Company into a Skills-Based Organization<\/strong>"},"content":{"rendered":"\n

Ten years from now, traditional job roles will have likely gone the way of the flip phone.

\u201cYou won\u2019t get paid based on your job title or geography. You will get paid based on each and every skill at every skill level,\u201d David Blake, Degreed CEO, told a room of 350 learning professionals at Degreed LENS, our annual flagship conference.<\/p>\n\n\n\n

What Blake described are characteristics of a skills-based organization. In its ideal execution, a skills-focused company values people\u2019s skills and their proficiency in those skills over job titles and static role descriptions. A skills-based organization puts skills at the heart of work for increased agility, more efficiency and better employee retention.<\/p>\n\n\n\n

This idea might sound daunting. Shifting your organization to a skills-based strategy would likely uproot many traditional job structures. But for many forward-thinking companies, the shift has already begun out of necessity. <\/p>\n\n\n\n

The rate at which technology is changing has become so rapid that many job roles and skillsets are becoming obsolete before people can gain more relevant skills to replace those lost.<\/p>\n\n\n\n

\u201cTechnology can now scale faster than humanity can learn,\u201d Blake said. \u201cWhat that means is we\u2019ve entered a new era in humanity, in which the skills gap gets bigger every day, week, month, year.\u201d<\/p>\n\n\n\n

Embracing skills is a new, innovative way to work \u2014 one you can use to keep up with technology, improve efficiency, respond quickly to change and innovation, and attract and retain top talent.<\/a><\/p>\n\n\n\n

\"\"
Image courtesy of Deloitte Touche Tohmatsu Limited.<\/a><\/figcaption><\/figure>\n\n\n\n

How can you and your organization get started? Let\u2019s take a look at what the experts at LENS had to say:<\/p>\n\n\n\n

1. Create purpose-driven upskilling and gain buy-in. <\/strong><\/h2>\n\n\n\n

Any large-scale change needs to be driven by something \u2014 a goal, a dream, a result perhaps \u2014 and employees and leaders alike need to understand and stand behind that reason so you have the engagement you need to push forward. <\/p>\n\n\n\n

Creating meaning behind learning can also be done at a company level when driven by a powerful mission. Brian Ciccotelli, Learning Experience Designer, told LENS his company HP created a company-wide goal \u201cto be the most sustainable and just technology company in the world by 2030.\u201d As such, all HP training ties into this core idea. <\/p>\n\n\n\n

\u201cYou need to have a why \u2014 a really good why\u2026 more than \u2018It\u2019s going to make us more profitable or reduce costs.\u2019 Have something that\u2019s really going to motivate and inspire,\u201d Ciccotelli said.<\/p>\n\n\n\n

Another way to demonstrate meaning is to outline how skills can connect different corners of your organization. Michael Griffiths, Principal at the management consulting firm Deloitte,  suggested, for example, that learning leaders \u201cmap learning and development to talent marketplaces as a way to start, especially from a workforce perspective. It shows the most value and the \u2018What\u2019s in it for me?\u2019 is very clear and productive.\u201d <\/p>\n\n\n\n

By showing how you can help the business meet its goals and objectives, you can also gain internal champions, from individual contributors to stakeholders, to further your cause. Annee Bayeux, Chief Learning Strategist at Degreed, likened these champions to positive social media influencers. They should have a following, act as role models, and spread the benefits of learning in ways that get other employees motivated to follow along.<\/p>\n\n\n\n

\u201cThey don\u2019t need to be the highest ranking in your organization, but they do need to have influence,\u201d Bayeux said.<\/p>\n\n\n\n

Employees aren\u2019t the only ones wondering what they can get from learning. Stakeholders often ask \u2018What\u2019s in it for me?\u2019 and L&D pros should be prepared to answer.<\/p>\n\n\n\n

Rooted in that answer is an understanding that learning benefits your people and your company at the same time.\u201cLearning is driving talent, and talent is driving the business,\u201d said Jen Grubich, CLO from Cigna. That\u2019s simple and true.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

2. Start challenging traditional L&D approaches.<\/strong><\/h2>\n\n\n\n

Ask yourself, \u201cAm I seeing the results I want with what I\u2019m doing now?\u201d If the answer is yes, ask, \u201cCould they be better?\u201d Relying solely on what you already know could lead to missed opportunities in learning and upskilling efficiency. Moreover, it\u2019s not lifelong-learner behavior. Think bigger, and find a way to achieve moonshot goals. That\u2019s what Checkr, an employee background check company, did. <\/p>\n\n\n\n

\u201cWe wanted to be the best place to work,\u201d said Jamal Smith, Senior Learning and Development Specialist. \u201cWe wanted to reach for the stars.\u201d.<\/p>\n\n\n\n

To make its employee experience stellar, Checkr took a hard look at its education reimbursement program. Traditionally, reimbursement is perceived as a great education benefit for employees. But at Checkr, as with many organizations, it actually wasn\u2019t helpful; only 3.5% of education reimbursement funds were used.

The company\u2019s L&D professionals decided to innovate, and they provided learning stipends and academies using Learn In, a Degreed company. Using Learn In, Checkr provided employees with funds on a prepaid credit card instead of asking them to be reimbursed after paying for courses and learning materials out of pocket. <\/p>\n\n\n\n

In turn, Checkr saw its utilization of learning benefit dollars jump from that 3.5% to more than 22% in one year, with 99% of its workforce logging in to the academy platform. <\/p>\n\n\n\n

\u201cWe\u2019re quickly upskilling people,\u201d Smith said. \u201cAnd we\u2019re making sure people are in the right seats to really drive business results.\u201d<\/p>\n\n\n\n

3. Get creative, keep it simple and experiment with skills-based strategies.<\/strong><\/h2>\n\n\n\n

Embracing a skills-based learning strategy doesn\u2019t have to be daunting.<\/p>\n\n\n\n

Griffiths reminded L&D pros that it can be exciting to restructure work in ways that do a better job meeting your needs, and to just \u201cHave fun with it.\u201d<\/p>\n\n\n\n

Remember to consider employee experience as you innovate. Your people are at the center of your shift to a skills-based organization and what works\u2014or doesn\u2019t work\u2014for them can make or break your transformation. <\/p>\n\n\n\n

When working in the White House as Chief Information Officer, Theresa Payton discovered cybersecurity policies, procedures and briefings weren\u2019t getting great feedback. Employees said they left training sessions bored and intimidated by long, complex policies. These briefings and policies were becoming blockers for better cybersecurity hygiene, like reporting when devices went missing.<\/p>\n\n\n\n

Payton improved engagement and, in turn, cybersecurity \u2014 by simplifying processes and making the briefings fun. <\/p>\n\n\n\n

Instead of holding a long security meeting when an employee received an assigned work phone, Payton piloted a program to instead hold a five-minute security briefing, and she issued what she called a \u201cSmartphone Happy Meal.\u201d It included a phone, candy, branded pens and pencils, and a card with a phone number on it \u2014 all thoughtfully placed into a sealable plastic baggie. If employees lost their device, they could call the number any time.<\/p>\n\n\n\n

The Smartphone Happy Meal was inexpensive. It was creative. It was simple. And most importantly, it was effective. Thanks to this new method, people reported missing technology 100% of the time (compared to 50% prior), and usually within an hour of an incident (compared to a full business day).<\/p>\n\n\n\n

Sometimes the biggest innovations are simple, not large-scale or complex, ideas. The lesson for L&D? Don\u2019t be intimidated by the task to make every policy and procedure skills-centric. Ask for feedback, find out where the opportunities for improvement are, then experiment with new ways to integrate skills-based practices into your organization in unique ways that work best for your team. <\/p>\n\n\n\n

4. Prioritize data to activate skills. <\/strong><\/h2>\n\n\n\n

You can\u2019t make the shift to a skills-based organization, or even to a skills-based mindset, without learning and skills data. You need to know which skills are already in your organization and which you still need. This is your organization\u2019s skills gap<\/a>. When you understand it, you can grow and better leverage the talent in your workforce. And you can spend L&D dollars in more targeted ways.<\/p>\n\n\n\n

\u201cIf you don\u2019t get the data on all of your skills across all your systems, you\u2019re going to be flying blind,\u201d Blake said, noting Degreed is focusing more than ever on the collection and organization of experience data in our learning technology suite. (Right now, an excess of disorganized data is one of the biggest challenges for learning professionals. It\u2019s also the biggest opportunity.)<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Where can you start? <\/p>\n\n\n\n

Decide what data to focus on. And do so with a future-centric mindset. Sonia Mooney, Consultant at Sonia Mooney Signature Solutions, reminded LENS attendees that by the time data-driven decisions need to be made, they can\u2019t retroactively go back and collect the data needed.<\/p>\n\n\n\n

\u201cDon\u2019t only think about the data you need now. Think about what you want in the future, because you\u2019ve got to get those data sources in place,\u201d Mooney said.<\/p>\n\n\n\n

Gathering and understanding data is one piece of the puzzle, but Derek Mitchell, Analytics Lead at Novo Nordisk, said unlocking the power of data comes from what L&D professionals do<\/em> with it. <\/p>\n\n\n\n

\u201cIt\u2019s one thing [to be] looking at data, but it needs to be actionable. We have to not just look at charts and say, \u2018Oh, that\u2019s interesting.\u2019 We have to do something with it in order to help our learners,\u201d Mitchell said.<\/p>\n\n\n\n

Skills-based organizations are the future because skills are a better gauge of true workforce potential and capabilities than university degrees or high-caliber job titles ever will be. <\/p>\n\n\n\n

You have plenty of time to make the shift to a skills-based approach. And you have plenty of time to do it well. Take a breath, review the steps above, pick somewhere to start, and get excited about the bright future ahead. It\u2019ll be worth it.<\/p>\n\n\n\n

Ready to find out more?<\/strong><\/h2>\n\n\n\n

Let’s talk about how upskilling can help your company thrive. Got questions? Contact a Degreed representative<\/a> today.<\/p>\n","protected":false},"excerpt":{"rendered":"

Ten years from now, traditional job roles will have likely gone the way of the flip phone. \u201cYou won\u2019t get paid based on your job title or geography. You will get paid based on each and every skill at every skill level,\u201d David Blake, Degreed CEO, told a room of 350 learning professionals at Degreed […]<\/p>\n","protected":false},"author":58,"featured_media":61979,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":""},"categories":[570,592],"tags":[574],"post_folder":[],"class_list":["post-61974","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-about-degreed","category-skills-talent-mobility","tag-event-recap"],"acf":[],"yoast_head":"\nThe Decade Ahead: Evolving Your Company into a Skills-Based Organization - Degreed<\/title>\n<meta name=\"description\" content=\"Shifting to a skills-based strategy will likely uproot many traditional job structures. 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