Josh, great topic, great podcast. You’ve done a great job identifying the issues related to creating skills system-thinking that so many companies have struggled with for so many years. But what I didn’t hear was a direct link to business strategies. You note “critical business issues” to solve but not explicitly strategies. And HR and leaders can’t boil the ocean. Like work I’ve done building organizational capabilities, linking to the business strategies first is critical. It creates an ROI for the effort, versus being more knee-jerk when focusing on the problem of the day. I would suggest something like: Business Strategy>Organizational Capability>Skills>Positions/Gigs. I’ve done Organizational Capability work, often cross-functional, and will attest that HR doesn’t think like this, is not set up this way, is afraid of taking it on because it’s unknown, but that the business leaders get it easily.
Excellent, I wish all L&D colleagues globally, would watching this and spred.tjos knowledge in their organisations. This is a very real and current professional problem for me right now.
Thanks as always great food for thought. There might be room in future to elaborate re skills density and relationship with upskilling, reskilling, multi skilling given rate of obsolescence of skills as well as time and cost to skilled competence as forms unique equation when deciding if skills core, critical scarce, emerging, transient or maturing.
Past experiences calibrated as skills or competencies, the aptitude to aquire skills while on the job. What are your thoughts on measuring extrovert and introvert as skills instead of personality traits? How many of the smartest intelligent individuals meet AI search bot criteria but fail the second cocktail test? In half jest, meaning not worth the conversation after the 30 second elevator sales pitch because the skilled individual is an introvert who can write papers…. But can’t function in a team.
Josh, great topic, great podcast. You’ve done a great job identifying the issues related to creating skills system-thinking that so many companies have struggled with for so many years. But what I didn’t hear was a direct link to business strategies. You note “critical business issues” to solve but not explicitly strategies. And HR and leaders can’t boil the ocean. Like work I’ve done building organizational capabilities, linking to the business strategies first is critical. It creates an ROI for the effort, versus being more knee-jerk when focusing on the problem of the day. I would suggest something like: Business Strategy>Organizational Capability>Skills>Positions/Gigs. I’ve done Organizational Capability work, often cross-functional, and will attest that HR doesn’t think like this, is not set up this way, is afraid of taking it on because it’s unknown, but that the business leaders get it easily.
Excellent, I wish all L&D colleagues globally, would watching this and spred.tjos knowledge in their organisations. This is a very real and current professional problem for me right now.
Thanks as always great food for thought. There might be room in future to elaborate re skills density and relationship with upskilling, reskilling, multi skilling given rate of obsolescence of skills as well as time and cost to skilled competence as forms unique equation when deciding if skills core, critical scarce, emerging, transient or maturing.
Past experiences calibrated as skills or competencies, the aptitude to aquire skills while on the job. What are your thoughts on measuring extrovert and introvert as skills instead of personality traits? How many of the smartest intelligent individuals meet AI search bot criteria but fail the second cocktail test? In half jest, meaning not worth the conversation after the 30 second elevator sales pitch because the skilled individual is an introvert who can write papers…. But can’t function in a team.
Be surprised if someone uses introvert or extrovert as a skill
Excellent video. Thanks Josh.