The Journey to a Skills-based Organisation and the Role of the Talent Marketplace?
By | David Green | Ravin Jesuthasan | www.myhrfuture.com
Mercer’s Global Talent Trends 2022 study articulates the shift towards a skills-based organisation. The report outlines how companies who are successfully doing this are addressing skills shortages through a two-pronged approach. First, they are Bending the Demand Curve through deconstructing jobs into tasks, automating parts of jobs, redesigning jobs and redesigning work models to make it easier to find people to do the tasks needed. This is coupled with Bending the Supply Curve through accessing non-traditional talent pools, reskilling/upskilling and redeploying existing talent, rebalancing the employee value proposition to attract new talent, and considering co-opetition and talent sharing.
The effort required for companies to transition to a skills-based organisation should not be underestimated. A recent report by Deloitte , references ‘The Big Shift’ from a one-to-one relationship between employees and jobs to a many-to-many relationship between work and skills, with workers seen as unique individuals with a portfolio of skills who may be on or off-balance-sheet. [1]
One person who has been a pioneer in shaping this discussion is Ravin Jesuthasan, global leader of Mercer’s Transformation Services business, and author of four books including the landmark Work Without Jobs, co-authored with John Boudreau, which was published earlier this year. Ravin and John were my guests also earlier this year on an episode of the Digital HR Leaders podcast (listen: Does the Future of Work Mean Work Without Jobs? )
As such, I was delighted to catch up recently with Ravin to see how the ideas we discussed in the podcast episode have evolved since the publication of Work Without Jobs and also dig into some research Ravin, and his team at Mercer have conducted on the rise of the talent marketplace.
