Measuring skills in the age of agile work
Mapping skills to work is only half the equation for skills-powered organizations. To drive human-centric productivity, mapping skills to people is just as critical.
Insight into the workforce’s capability and capacity helps leaders pinpoint productivity challenges and efficiently flow talent with the right skills (or critical-to-develop skills) to the right opportunities. Yet less than half (47%) of employees today say their managers understand their current skills.[1] Further, 48% of companies don’t consider skills insights for career pathing and talent mobility.[2]
This skills “black hole” exists, in part, because of differing opinions regarding the approaches to skills measurement. On one side, HR tech leaders are bullish on the power of AI (and specifically skills inferences) to deliver skills at scale. On the other, assessment professionals, who have long relied on certified objective tests to measure an individual’s skills, raise concerns about the appropriateness of using AI-based skills inferences to inform pay decisions, succession moves or special projects assignment — because insights are often inferred from past experiences, prior jobs, or other data sources and may not be verified. These professionals question the advisability of going all-in and making talent decisions based on such data alone.
Although both arguments have merit, this healthy debate regarding the best approach to building skills insights has contributed to a lack of consistency in skills measurement, adding to the confusion surrounding how to combine different types of talent insights to improve decision-making.
The need to get a clearer picture of skills
The benefits of strategic skills measurement
As it stands, most businesses measure skills based on current job (71%) or manager identification (68%), and almost half (49%) use employee self-reporting.[5] Levelling up to Workforce 2.0, where human capability is unlocked through greater human–machine teaming, will depend on deploying the most appropriate skills measurement methods at the most appropriate time. While accepting that there is no silver bullet for improved agility or productivity, we can make better people and business decisions when we have the right insights available at the right time.
As part of a wider talent insights strategy, any method of assessing skills allows for a greater understanding of employees’ capabilities and potential as well as their preferences, motivations and career aspirations. The data gathered can inform talent moves, experiences and learning needed to help unlock greater agility — not just today but tomorrow too. Data-backed assessment allows us to pinpoint areas for work redesign where insufficient skills exist. It can also inform strategic workforce planning by helping leaders identify potential bottlenecks and areas where the current strategy won’t deliver the necessary skills for projected business demands.
Skills measurement methods
Although each method of collecting skills data has its respective merits, methods can also be combined to paint a more complete skills picture that strengthens talent decision-making and can better inform business strategy.
An organization’s skills measurement strategy and the intended outcome will determine when and how each method is used. Based on our experience with implementing skills-powered organizations, we’ve provided an overview below of how to make the best use of each approach:
1. Inferred skills method
The starting point of skills measurement
Inferred skills can be identified by AI-based software that “tags” skills to an individual by scraping and interpreting existing data. Often, there are two layers to this method:
Initial scraped data from:
- Job history
- Resume/CV or professional job profile (e.g., LinkedIn)
- Personal profiles
And enhanced by:
- Static data captured in human capital management software or other systems
- Dynamic HR data from learning, performance and recognition programs
- Unstructured data from business and collaboration software, including customer relationship management platforms, project software and emails/chat
Use cases | Considerations | Examples |
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Inferred skills can act as:
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2. Rated skills method
The employee and manager’s view of skills proficiency
Use case | Considerations | Examples |
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Rated skills can be used for:
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3. Validated skills methods
Two approaches for validating behavioral and technical skills
Validated skills help organizations understand employees’ skill potential and performance through rigorously developed, validated measures. Validated skills potential measures are typically used when assessing behavioral rather than technical skills. They provide an understanding of an individual’s preferences and behavioral tendencies as well as how willingly and quickly an individual learns.
Validated skills demonstration measures provide the opportunity for individuals to actively demonstrate a set of skills in a simulated or the actual work environment, such as a workplace exam (virtual or in person). Typically, technical skills tend to be measured using this method.
In both assessed and demonstrated skills methods, proficiency is determined by benchmarking the individual’s results against the broader market (either at an industry or job family level on a regional or global scale).
Use case | Considerations | Examples |
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Validated skills potential:
Validated skills demonstration:
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Establishing a future-fit skills strategy
The use of talent insights is increasingly risky given the evolving privacy and data landscape. To avoid these risks, employers need a future-fit skills measurement strategy. This will often be part of a wider strategy outlining how talent insights are used across the enterprise. But skills measurement is often decentralized, creating an inconsistent approach. Without an aligned strategy, employers are inviting unnecessary challenges, including:
- Lack of ROI
- Budget creep
- Juggling too many vendors
- Misalignment between skills methods and intended outcomes
- Regulatory issues
To get your skills measurement strategy right, four components need to be considered:
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Enterprise guiding principles
Prioritizing compliance, efficiency, simplicity, employee experience, etc.
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Governance model
Balancing decentralized decision-making, fiscal budgets, consistency and the pace of business. -
Method selection process
Ensuring consistency and quality across the enterprise. -
Instrument/vendor selection process
Maximizing return on existing and new resources.
Before looking to the future, where does your business start today?
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How will you ensure consistency across geographies and business units?
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How will you select the most effective and efficient approach?
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How will skills measurement be used in the context of broader talent management practices?
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How will you mitigate the risk of bias when gathering skills data?
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How will you optimize vendor spend?
Boosting talent decisions with skills measurement strategies
Effectively measuring skills is a key piece of the talent insights puzzle. With a strategic plan in place, you can enjoy a bird’s-eye view of workforce capability while working with individuals to craft personalized learning and career pathways based on business-critical skills. This also establishes a firm foundation for additional AI to aid personalization, nudging and coaching alongside greater clarity to support the validity and ethics of your decisions. Executing a clear skills measurement strategy enables better matching of work to individuals’ skills and motivations, can fuel agile flow-to-work models and will improve the accuracy of all talent decisions, including strategic workforce planning.
Attracting and retaining top talent in an agile macro environment is crucial to success, and a considered skills measurement strategy is essential for staying ahead of the game. These are critical competencies for HR and leaders to master. After all, it’s your people that give your business a competitive advantage.
References
[1] Mercer’s 2024 Global Talent Trends Study.
[2] Data from Mercer’s Talent Management 2024 Survey.
[3] Data from Mercer’s 2024 Skills Snapshot Survey.
[4] Mercer’s 2024 Global Talent Trends Study.
[5] Data from Mercer’s 2024 Skills Snapshot Survey.