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1、DEVELOP A WORKFORCE OF ONEWORK|SKILLS BASED ORGANIZATION 2022 Deloitte Touch Tomatsu 01Building tomorrows skills-based organization Jobs arent working anymoreBy Sue Cantrell,Michael Griffiths,Robin Jones,and Julie HiipakkaCONTENTSWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte T
2、ouche Tohmatsu Limited.02Contents01 Foreword 0302 Key takeaways 0503 Skills-based organizations outperform their peers 0804 Why skills,not jobs?1305 A new model for a new business landscape 2506 Liberate work and workers from the confines of the job 2707 Develop a workforce of one 3808 Use skills to
3、 make decisions about work and the workforce 43 09 Build a“skills hub”6310 Obstacles to skills-based organizations 76 11 The future of skills-based organizations 7812 Getting started 8813 References 9214 Authors and acknowledgements 9615 Contacts 97DEVELOP A WORKFORCE OF ONE01 ForewordFOREWORD 04For
4、ewordOrganizations traditionally have been structured around jobsfrom managerial hierarchies to HR practicesfor so long its daunting to consider new models.With workplace agility and flexibility growing in importance,and with innovation and creativity increasing in value,leaders are seeking fresh wa
5、ys of workingand restless employees are becoming more open than ever to major changes.The key is uncoupling work from formal job descriptions,and uncoupling workers from being viewed as job holders.This allows organizations to tap the full range of workers capabilities to achieve desired outcomes an
6、d solve problems,1 and base people decisions on skills more than To explore how leaders are thinking about a shift from traditional jobs to skills-based work,we conducted both quantitative and qualitative research with workers,executives,and HR leaders across industries and around the world.We learn
7、ed that people are open to new ways of work-and,more importantly,organizations are already moving in that direction.In the skills-based organization of today and tomorrow,skills can mean technical abilities(or hard skills),human capabilities(such as emotional intelligence),or potential(including lat
8、ent qualities,abilities,or adjacent skills that may be developed and lead to future success).Indeed,we see the word coming to encapsulate what makes workers unique individuals with an array of skills,interests,passions,motivations,work or cultural styles,location preferences and needs,and more.jobsf
9、rom hiring to rewards,workforce planning,and more.We call this new operating model for work and the workforce“the skills-based organization,”where skills,rather than jobs,are used as the basis for decision making about work and the workforce.WORK|SKILLS-BASED ORGANIZATION 2022.For information,contac
10、t Deloitte Touche Tohmatsu Limited.DEVELOP A WORKFORCE OF ONE02 Key takeawaysKEY TAKEAWAYS 06Key takeaways The Great Resignation,the rising relevance of DEI issues,and an emphasis on agility are changing work within organizations.Business and HR leaders are evolving work and workforce practices to f
11、ocus more on skills in response,but only 1 in 5 are making significant changes.Organizations using skills-based practices outperform their peers that are not using skills-based practices.Workers,HR and business leaders agree work is more fluid and want to support,develop,and engage workers based on
12、their individual needs,talents,skills,and preferences.8 out of 10 workers,HR and business leaders agree that jobs are no longer the best way to organize work.Both fractionalizing work(breaking it down into projects or tasks)and broadening work(focusing work around solving problems or achieving outco
13、mes,can create value for workers and organizations.Skills-based development and skills-based hiring are most widely cited by organizations as where theyre doing the most to shift now.Roughly 7 out of 10 workers say skills-based development and hiring would improve their experience at work.HR leaders
14、 say theyre investing most in skills-based learning and skills based hiring.Skills-based cross-company talent exchanges are less likely to be seen as improving worker experience,and fewer than half of organizations are taking steps toward establishing them.Workers are willing to share their skills d
15、ata(79%)to help their organizations make decisions such as matching them to work.Another 14%are willing but only if the data is used responsibly,and they earn benefits in return.The future of skills-based organizations will include extending beyond skills to include other data,such as preferences,mo
16、tivations,and more,as well as making worker data portable across organizations.More workers than HR or business leaders want employee skills data to be portable beyond organizational boundaries.There are tangible,practical things organizations can do right now to start on their journey to realizing
17、value:o Use skills to transform a workforce practice that has the biggest pain point o Start with using skills to transform workforce practices that have the clearest connection with skills o Get you own skills house in orderWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche
18、 Tohmatsu Limited.KEY TAKEAWAYS 07Our researchOur findings are based on a global survey of 1,021 workers and 225 business and HR executives in 10 countries across a range of industries,conducted in spring and summer of 2022.We also conducted secondary research and interviewed nearly a dozen executiv
19、es and thought leaders.2 Based on our surveys:say skills are becoming important for the way organizations are defining work,deploying talent,managing careers,and valuing employeessay they plan on moving more toward becoming a skills-based organization 89%of executivesare actively experimenting with
20、skills-based approaches now 90%98%of organizationsof business executivesBut.andof executivesof workers agree with the statement:“My organization values degrees and job experience over demonstrated skills and potential”36%59%Fewer than 1 in 5 are adopting skills-based approaches to a significant exte
21、nt across the organization,and in a clear and repeatable wayWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.DEVELOP A WORKFORCE OF ONE03 Skills-based organizations outperform their peersSKILLS-BASED ORGANIZATIONS OUTPERFORM THEIR PEERS 09Early skills-base
22、d pioneers are seeing the impact,achieving greater results than those with jobs-based practices.Skills-based organizations make an impact:Organizations that embed a skills-based approach*are 63%more likely to achieve results*than those that have not adopted skills-based practices.63%*Skills-based or
23、ganizations ratio reflects the combined weighted ratios of the HR executive survey item“Our organizations business and HR executives are aligned on the importance of skills in making decisions about work,”and the worker survey items“My employer treats workers as whole,unique individuals who can each
24、 offer unique contributions and a portfolio of skills to the organization,”“My organization supports me in pursuing opportunities to create value through activities that are outside of the direct scope of my job,”and“My organization makes it easy to apply my skills where they are most needed.”*Resul
25、ts are defined as 11 business and workforce outcomes:meeting or exceeding financial targets;anticipating change and responding effectively and efficiently;innovating;achieving high levels of customer satisfaction;positively impacting society and communities served;improving processes to maximize eff
26、iciency;being a great place to grow and develop;placing talent effectively;providing workers with a positive workforce experience;providing an inclusive environment;and retaining high performers.Source:Deloitte analysis of Deloitte Skills-based Organization Survey,MayJune 2022.WORK|SKILLS-BASED ORGA
27、NIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.010Skills-based organizations are.more likely to retain high-performersmore likely to innovatemore likely to have a positive workforce experiencemore likely have a reputation as a great place to grow and developmore likely to imp
28、rove processes to maximize efficiencymore likely to provide an inclusive environmentmore likely to anticipate change and respond effectively and efficientlymore likely to place talent effectively98%57%52%49%47%98%79%107%SKILLS-BASED ORGANIZATIONS OUTPERFORM THEIR PEERSWORK|SKILLS-BASED ORGANIZATION
29、2022.For information,contact Deloitte Touche Tohmatsu Limited.011Living proof:UnileverUnilever is pioneering the move to a skills-based organization.At Unilever,an internal talent marketplace enables skills to fluidly move to projects and tasks across the organization,either as a permanent employee
30、or as a“U-Worker”a worker who has a guaranteed minimum retainer along with a core set of benefits who contracts with Unilever for a series of short-term projects.3 Unilever has identified more than 80,000 tasks it may need done over the next five years,which will be performed by a combination of ful
31、l-time employees,gig workers,contractors,and those working flexibly.4Explains Patrick Hull,vice president,Future of Work,at Unilever,“We just see that theres all this opportunity that we can unlock for people that maybe we wouldnt have been considering because,as with many organizations,we would hav
32、e been more in our functional silos.”Increasingly,departmental work at Unilever is being divided into projects,tasks,and deliverables.Ultimately,Hull sees siloed departments breaking down in the future,with a more granular method of viewing employees contributions focused on outputs and skills,rathe
33、r than years with a job title,to understand what each employee brings.“When you can get to that level of detail,you can get much more targeted in your recruitment,in your internal mobility of talent,and applying the right talent to the right tasks and projects,and thereby also accelerate business pe
34、rformance.”5Unilever also asks all employees to have a“My Future Fit Plan,”with each employee identifying one or more future pathways for themselves:upskilling for the persons evolving role,reskilling for a different role within Unilever,reskilling for work outside of Unilever,or transitioning to pl
35、atform-based work within Unilever.Unilever is experimenting with using digital technology to understand the skills its employees already have and the ones theyll need for the future,uncovering how to identify and unlock hidden skills and to thereby create innovative pathways for people to move betwe
36、en roles or organizations.Once roles are seen as a collection of skills,the technology maps the potential for cross-functional moves supported by focused learning and work experiences.6 A pilot conducted by Unilever suggests that workers greatly underestimate their skills,and that AI assessment can
37、uncover hidden skills,tripling the identified skills.Hull says,“No longer will we look at someone in manufacturing as only able to fulfill a manufacturing job.Now we can look at how to match their purpose,passions,and skills with roles in a variety of sectors,from healthcare to R&D to clean energy.”
38、7SKILLS-BASED ORGANIZATIONS OUTPERFORM THEIR PEERSWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.012 Flexibly deploying skills to projects and tasks through an internal talent marketplace gained them approximately 700,000 hours of unlocked capacity to pu
39、t toward more than 3,000 business-critical projects,reducing the need to hire new people.Moreover,overall productivity soared by 41%.8 On average,a pilot showed that people could be reskilled for new roles in completely different functions in just six months.9“Were beginning to think about each role
40、 at Unilever as a collection of skills,rather than simply a job title.”Anish Singh,head of HR for Unilever in Australia and New Zealand10ResultsSKILLS-BASED ORGANIZATIONS OUTPERFORM THEIR PEERSWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.DEVELOP A WORK
41、FORCE OF ONE04 Why skills,not jobs?WHY SKILLS,NOT JOBS?014Formal jobs cant keep up with the changing demands of work and skillsIncreasingly,as work evolves to be more about quickly responding to changes in our environment than about standardized work designed for scalable efficiency,jobs may no long
42、er accurately reflect what we do.Most workers are already working in more flexible environments,even if that flexibility is informal:63%perform some work outside of their stated scope of job responsibilitydo the same work as others with the same job titlereport that the skills and capabilities requi
43、red to perform their jobs have changed in the past two years71%Jobs are quickly giving way to more fluid work:WORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.65%24%015Executives see the same disconnect between jobs and work.say work is increasingly perfor
44、med across functional boundariessay work in their organizations is currently being performed in teams or projects outside of peoples core job descriptionssay job descriptions accurately characterize the work that the organization needs donesay work is increasingly being performed by workers outside
45、of the organization who dont have defined jobs in the organization at all81%63%42%36%WHY SKILLS,NOT JOBS?WORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.016A fresh approach Confining work into standardized tasks completed in a functional job,and making de
46、cisions about workers based on that job,hinders some of todays most critical organizational objectives:agility,growth and innovation,diversity and equity,and the ability to offer people a positive workforce experience.What are the primary drivers of your organization pursuing a stronger capability t
47、o make decisions about work and the workforce using skills?Jobs are quickly giving way to more fluid work:Talent shortagesOrganizational agilityNew technologies like automation and AI requiring new skillsDiversity,equality,and inclusion0%10%20%30%40%50%60%70%Greater use of non-employment arrangement
48、sSource:Deloitte Skills-Based Organization Survey,MayJune 2022New demands of workers to grow,develop,and have choice and agency in how to use their skills70%68%61%60%59%32%WHY SKILLS,NOT JOBS?WORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.0170%10%20%30%4
49、0%50%60%70%Top goals of business and HR executives with skills-based practices(top 8 out of 13)66%60%59%59%57%56%55%53%Ensuring the organization has the right talent for business needs by selecting workers based on skills rather than prior job experience and education,and reskilling to close skills
50、gapsImproved workforce performance and productivity by utilizing all the skills of the workforce,growing skills that are in demand,and porting skills to where they are needed mostHigher performing teams by ensuring the right mix of similar and diverse skills in team compositionsGrowing the business
51、by effectively building new markets or products by quickly accessing or moving skills to growth areasImproved innovation by easily assembling teams of diverse skill sets organized around business challengesAchieving business or digital transformation by having the skills needed to achieve transforma
52、tion goalsOrganizational agility by quickly accessing and moving skills to business prioritiesImproved DEI by making more equitable decisions based on peoples skills rather than job experience,and by enabling them to be seen as unique individuals with a range of skills beyond their job descriptionsW
53、hat benefits do business and HR executives hope to see from a shift from jobs to skills?WHY SKILLS,NOT JOBS?WORK|SKILLS-BASED ORGANIZATIONSource:Deloitte Skills-Based Organization Survey,MayJune 2022 2022.For information,contact Deloitte Touche Tohmatsu Limited.018Old model,new needs The traditional
54、 operating model based on jobs is stretched to its limits,presenting challenges for organizations to keep up with a rapidly changing business environment.Workers say:HR executives say:agree the skills and capabilities required to perform their jobs have changed in the past 2 years strongly agree the
55、y can effectively anticipate the skills they will need over the next three years1.The race to keep up with rapidly changing skillsJobs simply cant keep pace with the evolving requirements of work and skills.65%10%WHY SKILLS,NOT JOBS?WORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitt
56、e Touche Tohmatsu Limited.019agree their organization should help their workers become more employable with relevant skills are accelerating upskilling or reskilling efforts strongly agree they are investing enough in helping people learn new skills to keep up with the changing world of work are str
57、uggling to keep up with constantly changing skill requirementsBusiness executives say:66%77%73%5%Living proof:Zurich Insurance Zurich Insurance uses people analytics to understand where workers need to reskill or upskill based on new technologies or new work requirements.Based on an assessment of cu
58、rrent skills and future skill requirements,technology then provides tailored learning and development suggestions to workers so they can continuously update their skills to stay relevant.Not only are formal learning opportunities suggested,but the organization uses capability network mapping to dete
59、rmine where skill and capability networks exist in the organization to suggest ways for workers to strengthen their informal expertise network.11 WHY SKILLS,NOT JOBS?WORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.WORK|SKILLS-BASED ORGANISATION 020flexibl
60、y moving skills to work is critical to navigating future disruptionsorganizations should create more agile ways of organizing work to improve speed and swiftly adapt to market changes 65%Organizations need a more agile approach to organizing work.Business leaders say:Living proof:Organizations flexi
61、bly redeployed talent during the COVID-19 pandemic In the early days of the COVID-19 pandemic,with supply chains snapping and consumer demand rapidly shifting,many companies found themselves scrambling,their workforce misaligned and misallocated.For example,Bank of America transferred more than 3,00
62、0 employees from across the bank to field customer service calls;factory workers shifted from making cars to ventilators;and companies like Virgin Atlantic temporarily loaned their furloughed flight attendants to utilize their customer care skills in U.K.hospitals.12 These cases demonstrated that or
63、ganizations could quickly pivot to meet new demands when they embraced the idea that workers are far more capable than we give them credit for,easily stepping outside their usual jobs to add value in new and necessary ways.88%77%WHY SKILLS,NOT JOBS?2.The quest for agility 2022.For information,contac
64、t Deloitte Touche Tohmatsu Limited.021expect to experience talent shortages over the next three yearstalent shortages are requiring their organization to get creative about sourcing for skills over job experience Organizations are getting creative to ensure they have the skills they need to succeed.
65、Business leaders say:Living proof:Telecommunications company When a telecommunications company needed machine learning(ML)skills,leaders had to look beyond high-demand workers with AI-related degrees.The company analyzed self-identified ML experts to understand their aggregation of skills,experience
66、,and pathways.It then created algorithms to search for people with adjacent skills and capabilities,tripling the size of the hiring pool and thereby rewarding workers for their skills rather than their degrees.13 Living proof:Cushman&Wakefield Global real estate firm Cushman&Wakefield has for years
67、focused on recruiting military veterans to tap capabilities that include leadership and experience in project management,strategic planning,and machinery maintenance.14 Living proof:Schneider Electric Schneider Electric improved employee retention by creating an internal gig economy,allowing more th
68、an 2,300 people to move where their skills were of more value.15 73%70%WHY SKILLS,NOT JOBS?WORK|SKILLS-BASED ORGANIZATION3.The hunt for talent 2022.For information,contact Deloitte Touche Tohmatsu Limited.022making decisions about hiring,pay,promotions,succession,and deployment based on peoples skil
69、ls(vs.their job history,tenure,or network)would reduce bias and improve fairness business and HR executives agree4.The demand for diversity,equity,and inclusion(DEI)Organizations are looking toward skills-based approaches to provide greater opportunity,fairness,and equity as people are defined more
70、based on their skills and abilities than on their pedigree.Workers say:80%76%hiring,promoting,and deploying people based on skills(vs.tenure,job history,or network)can help democratize and improve equal access to opportunityimproving DEI is a primary motivator for becoming a skills-based organizatio
71、n Business leaders say:59%75%Living proof:Business Roundtable More than 80 Business Roundtable member companies are participating in a multi-year targeted effort called the Multiple Pathways Initiative to reform companies hiring and talent management practices to emphasize the value of skills to imp
72、rove equity,diversity,and workplace culture.16 Living proof:OneTen OneTen,a coalition of CEOs and organizations,aims“to hire,upskill,reskill and promote”1 million Black Americans without four-year college degrees,building peoples skill sets along with their rsums.17 WHY SKILLS,NOT JOBS?WORK|SKILLS-B
73、ASED ORGANIZATIONand 2022.For information,contact Deloitte Touche Tohmatsu Limited.023agree that the organization has a responsibility to create value for workers as human beings and society in generalface pressure to show commitment to create that value,moving from rhetoric to results5.The rise of
74、human sustainability Organizations are challenged to move from rhetoric to results when rethinking the very purpose of the company:from creating shareholder value to creating value for multiple stakeholdersshareholders,customers,society,and workers.Business leaders say:Instead of turning everyone in
75、to the same kind of contributor by standardizing their roles,skills-based organizations allow individuality to shine through with work tailored to their strengths and their potential realized.66%79%WHY SKILLS,NOT JOBS?WORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmat
76、su Limited.024using AI to identify hidden and adjacent skills would help them reskill their workforce and retain displaced workersstrongly agree that their employer is making progress in creating value for themthey would be more attracted to and remain at an organization that creates value not just
77、for shareholders,but for workers as human beings and greater society as wellBusiness and HR leaders say:Workers say:Living proof:Anheuser-Busch InBev Anheuser-Busch InBev(AB InBev)worked to serve the greater community during the pandemic when the organization asked its workers to submit“ideas for go
78、od,”quickly acting on many of them by mobilizing their workers skills to take action on new problems.The idea to use AB InBevs breweries to make hand sanitizers and to use its plastic injection molding machines to make personal protective equipment for health care workers were two ideas born out of
79、this program.18 Living proof:U.S.Navy The U.S.Navy recently launched a platform called MilGears that enables service members and veterans to capture skills acquired through training,education,and on-the-job experience.The platform links the skills to the O*NET framework,which provides a framework of
80、 skills that link to jobs across the U.S.economy.Service members can log their validated credentials,determine their skill gaps,and use their profiles to help strategize for their post-military careers.1927%64%54%WHY SKILLS,NOT JOBS?WORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitt
81、e Touche Tohmatsu Limited.DEVELOP A WORKFORCE OF ONE05 A new model for a new business landscapeA NEW MODEL FOR A NEW BUSINESS LANSDSCAPE 026Leaders increasingly recognize that formal jobs can be obstacles in a time of rapid change.Establishing and driving a skills-based approach allows organizations
82、 to deliberately and consciously set new practices,policies,and standards that make the shift fair,well thought out,and manageable for everyone.The four principles of skills-based organizationsLiberate work and workers from the confines of the job:Reorganize work as a portfolio of fluid structures,i
83、ncluding and beyond the job.Use skills to make decisions about work and the workforce:Redefine and reimagine every workforce practice from performance management,to rewards,to hiring to be based more on skills and less on jobs.Build a“skills hub,”the engine of the skills-based organization:Build an
84、internal“skills hub,”an engine of skills data,technology,governance,and more,to power these decisions.Develop a workforce of one:Reconceive workers as being employees holding formal jobs to being a“workforce of one”individuals who work on-or off-balance sheet,each with a unique portfolio of skills a
85、nd capabilities.1324WORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.DEVELOP A WORKFORCE OF ONE06 Liberate work and workers from the confines of the job LIBERATE WORK AND WORKERS FROM THE CONFINES OF THE JOB 028with knowledge-based organizations competing
86、on innovation,formal job categories,responsibilities,and hierarchies can often seem rigid or even irrelevant.Although the job will always have a place in organizational life,organizations are experimenting with creating a portfolio of different ways to organize work including and beyond the job.In c
87、omplex work environmentsWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.029bundling all that people do into a“job”means that there are untapped skills and capabilities in our people,leading to trapped value in our organizations.agree they can quickly and
88、easily move skills to where they are needed most as work evolves but only 16%strongly agree strongly agree that their workforce is using their skills and capabilities to their fullest potential46%As work becomes far more variable,Business and HR leaders say:Business leaders say:18%LIBERATE WORK AND
89、WORKERS FROM THE CONFINES OF THE JOBWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.030have already begun to redesign the way work is organized over the past three years so that skills can be flexibly ported to work as it evolves are planning or consideri
90、ng doing so over the next three yearsstrongly agree their employer is using their skills and capabilities to their fullest potentialagree that customizing their responsibilities based on their unique skills would improve their work experience71%85%26%72%HR leaders say:Workers say:LIBERATE WORK AND W
91、ORKERS FROM THE CONFINES OF THE JOBWORK|SKILLS-BASED ORGANIZATIONand 2022.For information,contact Deloitte Touche Tohmatsu Limited.031To emphasize agility,one possible approach is to fractionalize workbreaking it down into projects or tasks that evolve as needed by the business.This allows workers t
92、o flow to wherever their capabilities can create the most value.Fractionalize work Living proof:TATA Steel TATA Steel used an internal talent marketplace to post nearly 1,000 projects in the first few months of its debut,enabling the organization to unlock more than 165,000 hours and achieve a signi
93、ficant boost in engagement.20 Living proof:Haier At Haier,the entire organization of over 75,000 employees works in a fully fractionalized work model,with an internal talent market that governs how talent is deployed on specific projects,structured into self-organizing,fluid microenterprises,each wi
94、th 10 to 15 employees.21 Living proof:The U.S.Department of Defense The U.S.Department of Defense and private sector defense organizations created The Public-Private Talent Exchange to share talent across organizations through temporary projects and assignments.22are experimenting with or using skil
95、ls-based internal talent marketplaces,in which workers are matched to projects and tasks anywhere in the organization for a portion of their time believe that participating in skills-based internal talent marketplaces would improve their experience at work HR leaders say:Workers say:89%68%LIBERATE W
96、ORK AND WORKERS FROM THE CONFINES OF THE JOBWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.032Broaden work Organizations can go the other direction and broaden work.Organizing work by creating very broad commitments to problems to be solved,outcomes to b
97、e achieved,or new sources of value to be created essentially provides guardrails for workers in terms of the broad“what”of workbut giving them the freedom and autonomy to choose the“how.”Our research reveals that organizations that do this are nearly twice as likely to place talent effectively and r
98、etain high performers,as well as have a reputation as a great place to grow and develop.LIBERATE WORK AND WORKERS FROM THE CONFINES OF THE JOBWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.033Organizations are moving to broaden the job.In the past 3 year
99、s,HR leaders say they have:Workers say:reduced the number of job levels and layersevolved roles to be bigger and more integrative,often embracing adjacent job functionsreduced the number of job types multi-skilled workers to enable them to do tasks from different jobsstrongly agree that their organi
100、zation is already structuring roles and responsibilities around problems to solve rather than based on sets of repeatable tasks with another 46%who agree82%24%43%79%34%LIBERATE WORK AND WORKERS FROM THE CONFINES OF THE JOBWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche To
101、hmatsu Limited.034Living proof:W.L.Gore and Morning Star Some prominent companies have successfully implemented ambitious delayered organizational structures emphasizing peoples skills rather than formal designated responsibilities and made those plans work long-term.For decades,business writers hav
102、e cited manufacturer W.L.Gores lattice structure23 and the flat-organization tomato processor Morning Star,where each employee drafts their own outcomes and problems to be solved;and authority and pay are based on skills,expertise,and value created.24 Living proof:Patagonia As Ravin Jesuthasan and J
103、ohn Boudreau write in their recent book“Work Without Jobs,”when Patagonia sought to port the skills of store associates to work in customer service for the online retail support center to balance out shifting demand during the COVID-19 pandemic,they confronted a challenge that the two jobs were eval
104、uated and paid differently,sitting in very different places in the job architecture.Its solution?They created a new,broader job that contained the overlapping tasks between the two roles,with that jobs pay being the same,whether done by a customer service representative or a store associate.25 LIBER
105、ATE WORK AND WORKERS FROM THE CONFINES OF THE JOBWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.035A note on job architecture What does this redefinition of work beyond the job mean for job architecturethe very underpinnings of a jobs-based system of wor
106、k and the workforce?For those looking to create more fluidity but dont want to eliminate jobs entirelyeither through partial broadening of work or partial fractionalization of worksimplifying the job architecture through more broadly defined roles than detailed jobs is an important step to provide m
107、ore flexibility for work to be more fluidly matched to skills.This approach also helps organizations fractionalizing work through talent marketplaces.According to Jeroen Wels,executive vice president of HR at Unilever,an early pioneer of talent marketplaces:“Jobs will still exist in the future,but t
108、hey definitely will be much more broadly defined.You are not the Assistant Brand Manager of Dove in the UK;You are a Brand Manager with a spike and you have got a clear purpose,you want to build your experiences and you are going to refresh your skills along the way.That is what I think the future o
109、f creative development is going to be.Not ring-fenced jobs where you need to be just working in a process.Lets then understand what your purpose is,understand what kind of experiences you want in a professional life and then how we can help you with building the skills to get those experiences,have
110、a fantastic professional career and use it outside of your profession as well.”26 LIBERATE WORK AND WORKERS FROM THE CONFINES OF THE JOBWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.LIBERATE WORK AND WORKERS FROM THE CONFINES OF THE JOB 036Leaders seek
111、a portfolio of different ways to organize work Although there will always be a place for the traditional job,organizations are increasingly looking to create a portfolio of different ways to organize work.WORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.03
112、7Fractionalized work:Workers who flexibly flow to tasks,assignments,and projects based on their skills and interests.Broadened work:Structuring worker roles and responsibilities around broad problems to be solved or outcomes to be achieved.Fractionalized work60%21%39%38%23%19%Fractionalized workBroa
113、dened workBroadened workTraditional jobsTraditional jobsBusiness executivesWorkers Neither executives nor employees see jobs as the best way to organize work anymore.WORK|SKILLS-BASED ORGANIZATIONWhat do you believe is the best wayto organize work to create value forworkers and the organization?LIBE
114、RATE WORK AND WORKERS FROM THE CONFINES OF THE JOB 2022.For information,contact Deloitte Touche Tohmatsu Limited.DEVELOP A WORKFORCE OF ONE07 Develop a workforce of oneDEVELOP A WORKFORCE OF ONE 039The industrial era,mechanized model of the past compartmentalized people into standard units called jo
115、bsused to achieve efficiency and ease of manageability.Instead,skills-based organizations enable organizations to achieve the promise of a truly customized work experience for their workers:treating each individual as a“workforce of one.”27WORK|SKILLS-BASED ORGANIZATION 2022.For information,contact
116、Deloitte Touche Tohmatsu Limited.DEVELOP A WORKFORCE OF ONE 040Workers are demanding more growth and autonomy at workWorkers want to be seen as individuals,not just job holders.agree they can customize and personalize their work responsibilities based on their unique skills,capabilities,and interest
117、s(e.g.,through projects,internal gigs,or choosing their own tasks)to a significant extentsay it would improve their experience at workstrongly agree their employer treats workers as whole,unique individuals who can each offer unique contributions and a portfolio of skills to the organization26%12%72
118、%Workers say they arent being treated as individuals with unique skills:WORK|SKILLS-BASED ORGANIZATIONand 2022.For information,contact Deloitte Touche Tohmatsu Limited.DEVELOP A WORKFORCE OF ONE 041say skills-based practices would improve their experience at worksay they would be more likely to be a
119、ttracted to and remain at an organization that values and makes decisions based on their demonstrated skills and potential over their job and degreessay they would be more likely to be attracted to and remain with an organization that grants them more agency and choice in how to apply their skills h
120、ave,or are likely to,switch employment models throughout their careers,often working without a“job”at all(e.g.,switching between on-and off-balance sheet roles)Workers value skills-based practices:Workers often dont see themselves in traditional jobs anymore:66%50%55%73%WORK|SKILLS-BASED ORGANIZATIO
121、N 2022.For information,contact Deloitte Touche Tohmatsu Limited.DEVELOP A WORKFORCE OF ONE 042Workers would also prefer that organizations make decisions about them like hiring or deploying them to work based on their demonstrated skills first(60%)out of 11 factors asked,18%higher than education and
122、 degree,and 11%higher than their current or prior job experience.Workers are willing to share their data so organizations can create skills-based practices Given workers preference for skill-based practices,it is not surprising that when asked how they would like to be viewed by their organizationin
123、 terms of the data collected on themworkers are far more open to having their organization collect data on their skills and capabilities than their prior job experience or education and degree.of workers are open to their employers capturing their demonstrated skills and capabilities 79%WORK|SKILLS-
124、BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.DEVELOP A WORKFORCE OF ONE08 Use skills to make decisions about work and the workforce USE SKILLS TO MAKE DECISIONS ABOUT WORK AND THE WORKFORCE 044Today,every talent management practice is based on the jobHR writes job
125、 descriptions,sets compensation,creates organizational charts,and assigns training all around predefined jobs.Managers hire,give feedback,promote,and organize their teams around jobs.And workers progress throughout their careers by moving to the next higher-ranking job.Talent management,in this view
126、,is standardized and process-driven,siloed and centralized,and based on a supply-chain-oriented view of the world that assumes that the workforce is an interchangeable resource to be supplied and managed at cost rather than a unique asset to be cultivated.The skills-based organization turns talent m
127、anagement on its head,redefining and reimagining every workforce practice to be based more on skills and less on jobs.How organizations are already moving toward a skills-based approach More companies than you might think are shifting workforce structures to focus on skills rather than traditional j
128、obs.Though theres a great deal of experimentation,a relative handful of organizations have gone all-in on a new approach.HR executives are working hard to adapt practices to an agile business environment,and workers are generally supportive of shifts in each area.Overall,progress is slow,but innovat
129、ors have moved forward over the last several years.WORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.045The skills-based shift is happening:Deploying skills to workare at least moving in the right direction are at least moving in the right direction of work
130、ers say it would improve their experience at work of workers say it would improve their experience at workof organizations are committed of organizations are committed 15%73%57%From:Role-based vertical and horizontal moves based on job experienceTo:Using AI to match skills to work and teamsinside or
131、 outside of the organizationSkills-based talent marketplaces,where skills are deployed to projects and tasksSkills-based cross-company talent exchangesLiving proof:Mastercard During the early days of the pandemic,Mastercard began matching employees to high-priority tasks anywhere in the organization
132、 through an initiative known as Project Possible.After manually matching employees to opportunities in 2020,Mastercard decided to scale up its initiative by implementing an AI-powered talent marketplace.Leaders realized that the pandemics disruption isnt a one-off change,and that volatility and rapi
133、d transformation will continue to be a constant.Consequently,Mastercard sought to ensure their workforce has access to opportunities to dynamically learn new skills and develop their careers as demands and priorities shift.Three-quarters of Mastercards workforce is now registered on the talent marke
134、tplace,enabling it to unlock 100,000 hours and achieve$21,000,000 in savings through internal mobility.28USE SKILLS TO MAKE DECISIONS ABOUT WORK AND THE WORKFORCEWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.16%68%48%046of organizations are committed ar
135、e at least moving in the right direction of workers say it would improve their experience at workMatching skills to teams to create optimal team compositions4%70%70%Living proof:IBM IBM uses AI to suggest optimal sales teams based on skills and other attributes of people,predicting win probability b
136、ased on team formation.29 USE SKILLS TO MAKE DECISIONS ABOUT WORK AND THE WORKFORCEWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.047Skills-based hiringof organizations are committed are at least moving in the right direction of workers say it would impr
137、ove their experience at work28%62%70%The skills-based shift is happening:HiringFrom:Hiring based on job experience and educationTo:Hiring based on verified skills and adjacent skills more than job experience and degrees Living proof:IBM IBM responded to the global scarcity of skilled tech workers by
138、 opening fully half of its positions to people with the right skills,notwithstanding degrees or job experience;the company dubs this type of job“new collar.”30 USE SKILLS TO MAKE DECISIONS ABOUT WORK AND THE WORKFORCEWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmats
139、u Limited.048The skills-based shift is happening:Development and careersFrom:Job-based vertical and horizontal moves based on job experience and learning assigned or suggested based on ones job and career pathTo:AI-powered suggestions of career paths and opportunities anywhere in the organization ba
140、sed on ones skills,adjacent skills,interests,and potential,and personalized learning,development,and reskilling opportunities suggested based on ones skills and skill gapsUSE SKILLS TO MAKE DECISIONS ABOUT WORK AND THE WORKFORCEWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Tou
141、che Tohmatsu Limited.049Using AI technology to suggest career paths and associated opportunities for assignments anywhere in the organization to workers based on their skills,adjacent skills,interests,and potentialLiving proof:French insurance financial services firm A French insurance financial ser
142、vices firm developed a virtual career assistant that uses AI to mine employees skills and interests to determine their most suitable jobsand where training could help them pursue new opportunities.of organizations are committed are at least moving in the right direction of workers say it would impro
143、ve their experience at work30%54%72%USE SKILLS TO MAKE DECISIONS ABOUT WORK AND THE WORKFORCEWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.050Suggesting targeted learning,development,and reskilling opportunities to workers based on skills and skills gap
144、sLiving proof:Novartis Novartis uses its talent marketplace and database of skills to match mentors and mentees,across functions and countries,based on relevant expertise.31of organizations are committed are at least moving in the right direction of workers say it would improve their experience at w
145、ork24%USE SKILLS TO MAKE DECISIONS ABOUT WORK AND THE WORKFORCEWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.66%76%051The skills-based shift is happening:Performance managementFrom:Recognizing and promoting people based on job performanceTo:Recognizing
146、and promoting people based on skills development and weaving it into performance discussionsUSE SKILLS TO MAKE DECISIONS ABOUT WORK AND THE WORKFORCEWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.052Making skills development a part of performance managem
147、ent conversations between managers and workersLiving proof:Google Googlers are encouraged to work with their managers to identify and document what their“priorities”should be in terms of their own development,and identify specific learning opportunities based on these priorities to act on in subsequ
148、ent quarters.32Living proof:Tenable Cybersecurity firm Tenable uses AI tools to analyze videos and score sales representatives on personality,coverage of key topics,and more;managers can harness the data for coaching and performance development.33 of organizations are committed are at least moving i
149、n the right direction of workers say it would improve their experience at work14%77%76%USE SKILLS TO MAKE DECISIONS ABOUT WORK AND THE WORKFORCEWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.053Promoting people based on development of their skills Living
150、 proof:Pax8 IT service provider Pax8 also evaluates sales calls,along with creating skill profiles to help employees understand the requirements and learning credentials needed to move up a level.34of organizations are committed are at least moving in the right direction of workers say it would impr
151、ove their experience at work25%69%77%USE SKILLS TO MAKE DECISIONS ABOUT WORK AND THE WORKFORCEWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.054Workers can be recognized and rewarded as they continue to develop their skills.But should skills be considere
152、d in the performance management process?This can be a point of contention;performance management approaches typically evaluate worker outcomes or performance toward goals rather than skills themselves.of workers are in favor of utilizing skills as a way to evaluate workersof business leaders are too
153、73%75%Should workers be evaluated on skills?However:USE SKILLS TO MAKE DECISIONS ABOUT WORK AND THE WORKFORCEWORK|SKILLS-BASED ORGANIZATIONand 2022.For information,contact Deloitte Touche Tohmatsu Limited.055The skills-based shift is happening:Rewards and recognitionFrom:Rewards based on jobs,level,
154、and performance,with annual adjustmentsTo:Skills-based pay and rewards with frequent adjustments as skill and work needs evolveUSE SKILLS TO MAKE DECISIONS ABOUT WORK AND THE WORKFORCEWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.056Living proof:Batesvi
155、lle Tool and Die Each department at Batesville Tool and Die has six levels.To master a level,an employee must pass a series of written and hands-on tests.Scoring 100%means a designated pay raise and a move to the next level.35 Living proof:IBM IBM uses AI-based system CogniPay to make pay decisions
156、based on market demand,internal forecasts,and attrition data for a skill or cluster of skills.36Living proof:Global insurer A global insurer created a central pool of data scientists that could flexibly be deployed to work in the form of projects and assignments anywhere in the organization,supporte
157、d by an internal talent marketplace with AI translating the work activities into skills required to perform the work,along with adjacent skills,interest,and capacity.The organization assigned all talent to a single job code to create a baseline of compensation.Actual pay levels then flex up or down
158、from that baseline based on the market price of various combinations of skills possessed by the talent.37 Skills-based pay of organizations are committed are at least moving in the right direction of workers say it would improve their experience at work21%63%USE SKILLS TO MAKE DECISIONS ABOUT WORK A
159、ND THE WORKFORCEWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.76%057Nonmonetary recognition for skills Living proof:Autodesk Autodesk offers a set of digital credentials to incentivize workers to pursue and complete training and certification courses.Of
160、 those earning credentials,two-thirds landed a new job,promotion,or pay raise.38of organizations are committed are at least moving in the right direction of workers say it would improve their experience at work17%55%74%USE SKILLS TO MAKE DECISIONS ABOUT WORK AND THE WORKFORCEWORK|SKILLS-BASED ORGANI
161、ZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.058Should workers be paid based on skills rather than jobs,or a combination of both?For many organizations that retain the job as the primary way of organizing work,employees may have both a base salary based on their job,and a“ski
162、lls”salary based on the market value of and organizational need for their skills.This would enable people to still be rewarded in line with market demand for their skills,but jobs could still be far more broadly defined thereby unleashing greater mobility for those skills to be deployed across a var
163、iety of types of work.An alternative method one we havent seen used by more than a handful of organizations would be to make compensation completely based on an individuals bundle of skills,aligned to market value and the organizations needs.Either way,workers and leaders alike see this shift as a p
164、ositive one:of workers are in favor of moving toward skills-based pay and transparencyof business leaders are too74%78%WORK|SKILLS-BASED ORGANIZATIONUSE SKILLS TO MAKE DECISIONS ABOUT WORK AND THE WORKFORCEand 2022.For information,contact Deloitte Touche Tohmatsu Limited.059The skills-based shift is
165、 happening:Workforce planningFrom:Annual planning for headcount in jobs To:Continuous skills-force planning based on more granularly predicting what skills and work will be needed in the future to determine where to build,borrow,buy,or botUSE SKILLS TO MAKE DECISIONS ABOUT WORK AND THE WORKFORCEWORK
166、|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.060Using skills supply-and-demand data to inform what we need to build,buy,and borrow to be successful today and in the future Living proof:Providence Healthcare Facing a nursing shortage,Providence Healthcare i
167、dentified nurses particular skills,looked throughout the organization for people with the skills to perform any of those tasks,and then asked those employees to obtainor renewnursing licenses,thereby becoming eligible to add some nursing work to their core job.39Living proof:Global consumer products
168、 company One consumer products company is looking to help their supply chain partners forecast skills supply and demand in support of securing and optimizing the future workforce.As the Great Resignation continues,their supply chain partners ability to have a workforce with the right skills is becom
169、ing more critical to the company.40 of organizations are committed are at least moving in the right direction 15%73%USE SKILLS TO MAKE DECISIONS ABOUT WORK AND THE WORKFORCEWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.061The skills-based shift is happe
170、ning:Job architectureFrom:Detailed lists of static jobs based on competencies,hierarchical levels,and careersTo:Flexible work and skills architecture based on a simplified set of fewer and broader roles,and levels based on types of work and skillsUSE SKILLS TO MAKE DECISIONS ABOUT WORK AND THE WORKF
171、ORCEWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.062Mapping skills into job profiles in job architectureReinventing job architecture to become a more flexible work and skills architectureof organizations are committed of organizations are committed are
172、 at least moving in the right direction are at least moving in the right direction 19%69%16%69%Living proof:Global educational provider To create greater agility and more fluid work,a global educational provider structured its job architecture with only three distinct layers,identifying and categori
173、zing broad types of work and talent segments into like groups.In defining these layers,the organization took a skills-and-capability-first approach to develop a cross-functional and discipline-agnostic understanding of its workforce.41 USE SKILLS TO MAKE DECISIONS ABOUT WORK AND THE WORKFORCEWORK|SK
174、ILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.DEVELOP A WORKFORCE OF ONE09 Build a “skills hub”BUILD A“SKILLS HUB”064The engine of the skills-based organizationOrganizations that opt for a skills-based model may wonder how to operationalize it.A crucial engine
175、 that powers this model is a centralized“skills hub,”with the following components:Skills governanceSkills talent philosophyA common language for skillsSkills data and technology3142WORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.065Skills governanceThe t
176、ransformation beyond HRTheres consensus among business and HR leaders we surveyed that HR owns the skills-based transformation,which makes sense because fundamentally,this is a workforce issue.Making it happen:Whos responsible?Who owns the transformation to a skills-based organization?HR function(e.
177、g.,CHRO)Business operations(e.g.,COO)Cross-functional ownershipOtherBusiness transformation group (e.g.,Chief transformation officer)Business analytics function (e.g.,Chief Data and insights officer)Not transforming into a Skills-based organizationStrategy function(e.g.,CSO)0%10%20%30%40%50%60%70%64
178、%10%5%2%2%2%8%8%BUILD A“SKILLS HUB”WORK|SKILLS-BASED ORGANIZATIONSource:Deloitte Skills-Based Organization Survey,MayJune 2022 2022.For information,contact Deloitte Touche Tohmatsu Limited.066Leaders agree the shift goes far beyond HR:It transforms the fabric of how work is done,and the definition o
179、f both what it means to be a worker and how an organization can and should support work demanding cross-functional collaboration:For example,finance will need to change the way it values work so that HR can set compensation levels,procurement will need to assess and deploy skills when hiring freelan
180、cers,and strategy and operations will need to think differently about how to structure and organize work.of business leaders say that a skills-based shift demands greater cross-functional collaborationof HR leaders agree of business and HR executives say moving to a skills-based organization will re
181、quire a transformation for all functions and leaders,not just HR90%81%BUILD A“SKILLS HUB”WORK|SKILLS-BASED ORGANIZATIONand 2022.For information,contact Deloitte Touche Tohmatsu Limited.76%067For HRs role in particular whose every practice hinges on the notion of the standardized jobthis will be a ma
182、ssive transformation.agree that the role of HR will move away from managing employment to orchestrating workagree that HRs role should be to unleash human potential,representing a bold move away from a function long devoted to standardization in the name of efficiencyagree that HR should transform f
183、rom a siloed function to a boundaryless discipline 77%70%72%BUILD A“SKILLS HUB”WORK|SKILLS-BASED ORGANIZATIONBusiness and HR leaders say:2022.For information,contact Deloitte Touche Tohmatsu Limited.068Skills talent philosophy Moving from jobs to skills as the organizing principle of work and the wo
184、rkforce will require a shared approach across the organization regarding the value and prioritization of skills as the“red thread”of talent managementand how they will inform all workforce decisions.The good news?63%of business and HR executives already say their organizations business and HR execut
185、ives are aligned on the importance of skills in making decisions about work and the workforce The bad news?HR is far more confident in an aligned approach than business executives (77%and 46%,respectively)BUILD A“SKILLS HUB”WORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche
186、Tohmatsu Limited.069If skills are to become the lingua franca of work and the workforce,organizations should create a common language for skills.A common language for skillsLiving proof:U.S.healthcare company A U.S.healthcare company adopted a company-wide rubric on skills proficiency levels,to meas
187、ure individuals capabilities across the enterprise.Leaders drafted learning paths tailored to future roles and levels,aimed at informing the curation of a skills-and proficiency-based learning and development program.42Living proof:Amazon and Google Organizations like Amazon and Google are working w
188、ith the World Economic Forum to build a proposed framework for a global skills taxonomy across organizations as a first step in shifting toward a skills-based labor market.43of HR executives say they effectively classify and organize skills into a skills taxonomy or frameworkhave some efforts underw
189、ay10%85%BUILD A“SKILLS HUB”WORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.070Skills data and technologySkills data is the fuel that makes a skills-based organization possible.Until recently,competency models were the tried and tested method of aligning w
190、ork packaged into jobs,with the skills,capabilities,knowledge,and expertise needed by the workers in those jobs.BUILD A“SKILLS HUB”WORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.071of business and HR leaders say they know what skills their workforce poss
191、esses of business and HR leaders strongly agree they know what skills their workforce possessesof workers strongly agree they have a full understanding of their own skills and capabilitiesof HR executives say they are moving away from static competency models to real-time,dynamic skills inventories
192、to a large or significant extentof workers strongly agree they have a full understanding of the skills and capabilities of their co-workers60%29%79%39%39%But in a world of rapid disruption and change,these competency models cant keep up with rapidly evolving work and skills,prompting organizations t
193、o use real-time skills data instead.But dynamic skills inventories are only as good as the data in them.Some organizations dont even know what skills their workforce possesses:Butonly.BUILD A“SKILLS HUB”WORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.072B
194、usiness and HR leaders say:Workers say:are confident they have verified and valid information on their workers technical/hard skillsare confident that their skills and capabilities documented by their employer are verified and valid are very confident are confident they have verified and valid infor
195、mation on their workers human capabilities,such as emotional intelligence68%48%78%34%If youre going to be making decisions about people based on skills as sensitive as promotions,pay,or deployment to work,then that data needs to be verified and valid.Yet:BUILD A“SKILLS HUB”WORK|SKILLS-BASED ORGANIZA
196、TIONand 2022.For information,contact Deloitte Touche Tohmatsu Limited.073How organizations document and validate workers skills and capabilities0%10%20%30%40%50%60%70%58%55%46%45%42%26%24%22%Peer or manager feedback,assessments,or endorsements of skillsDigital assessment tools(e.g.,psychometric asse
197、ssments,simulations,challenges,technical skill tests)AI infers skills from analyzing workers daily behaviors and performance in the flow of work(e.g.,automatically identifying employees skills by analyzing digital documents,audio or video calls)Credentials(e.g.,degrees,certificates,industry certific
198、ates,licenses,apprenticeships)Training courses completedWorkers self-report their skills and proficiency levelsAuto populating skills from web portals such as LinkedInAI infers skills from workers current jobsBUILD A“SKILLS HUB”WORK|SKILLS-BASED ORGANIZATIONMany organizations continue to rely on wor
199、kers self-reporting their skills and proficiency levels,as compared to more valid ways of confirming skills.2022.For information,contact Deloitte Touche Tohmatsu Limited.074Living proof:Global food organization A global food organization is piloting a validated psychometric assessment offered by Del
200、oitte to validate workers human capabilities.44 Living proof:American natural resources company At one U.S.natural resources company,employees can take on gig assignments to acquire new skills,with managers assessing skill attainment.45 of workers are open to having their employer capture skills dat
201、a about them to make decisions,such as matching them to work79%Getting data on workers skills depends on workers willingness to share their datawhether that data is self-reported or collected by the employer in a variety of ways.BUILD A“SKILLS HUB”WORK|SKILLS-BASED ORGANIZATION 2022.For information,
202、contact Deloitte Touche Tohmatsu Limited.0750%10%20%30%40%50%60%70%63%63%57%54%49%45%33%Identification of the skills the business strategy demandsSkills-related technology embedded in core HR information systemsDocumentation of the full range of each employees skills and capabilitiesDocumentation of
203、 the skills and capabilities of an organizations off-balance sheet workers Stand-alone AI-driven skills technologiesSkills analyticsA single source of truth regarding skills data across the entire workforceMaking skills visible to everyone in the organization is critical to becoming a skills-based o
204、rganization,yet:It is also critical to use technology in service of skills.Yet,organizations still feel they have a lot of work to do to take full advantage of such technologies:business and HR executives say workers skills are visible to everyone in the organizationof workers agree that their own s
205、kills are visible to everyone in the organization,while 31%strongly agree48%72%BUILD A“SKILLS HUB”WORK|SKILLS-BASED ORGANIZATIONSource:Deloitte Skills-Based Organization Survey,MayJune 2022HR executives reporting they are effective at using technology in the service of skills:2022.For information,co
206、ntact Deloitte Touche Tohmatsu Limited.DEVELOP A WORKFORCE OF ONE10 Obstacles to skills-based organizations OBSTACLES TO SKILLS-BASED ORGANIZATIONS 077Whats keeping organizations from making the transition?0%5%10%15%20%25%30%35%40%45%50%32%32%46%29%28%26%20%20%18%18%Inability to move skills to busin
207、ess prioritiesComplexity and difficulty of managing skills-based practicesInability to evaluate performance based on skillsCompensation practices restricting us from rewarding people for the skills they possess or developDifficulty keeping up with changing skills needed by the businessLegacy mindset
208、s and practicesLack of common definition or taxonomy of skillsInsufficient skills dataRecruiters or hiring managers not knowing how to source or evaluate skillsLack of effective skills-related technologyEstablished mindsets and structures are usually the biggest obstacle to organizational change.In
209、this case,that makes sense:Its no small matter to dismantle the paradigms and practices of jobs with which weve lived for more than a century.Obstacles to skills-based models cited by business and HR executives“What are the top three barriers you observe in transforming into a skills-based organizat
210、ion?”WORK|SKILLS-BASED ORGANIZATIONSource:Deloitte Skills-Based Organization Survey,MayJune 2022 2022.For information,contact Deloitte Touche Tohmatsu Limited.DEVELOP A WORKFORCE OF ONE11 The future of skills-based organizations THE FUTURE OF SKILLS-BASED ORGANIZATIONS 079As skills-based organizatio
211、ns evolve and mature,leaders will likely face new and sometimes unsettling questions,such as:Who owns the data on peoples skills?Can we“over-index”on skills?How far do we go to balance worker autonomy and choice with organizational needs?Ultimately,it is up to us as leaders to make the decisions now
212、.No longer is the future of work merely an evolution of the predictable past.Instead,it is a set of new opportunities and choices that can create a better collective future.WORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.080Today,most data on the skills o
213、f workersespecially employer-verified datasits inside of a company.But when workers leave,their verified records are left behind,hindering their ability to easily move between permanent roles,projects,or gigs in different companies or industries.Organizations that hire these workers are forced to re
214、ly on self-reported skills,which may not be reliable,or reassess the workers skills on their own.But there is another way:letting workers own their employer-verified skills data so they can take it with them when they leave.of workers say they want their employer-verified skills and work-related dat
215、a to be portable,enabling them to share the data with others once they leave of business and HR leaders are open to it76%55%Not everyone is on the same page regarding who owns data on skills,project history and reviews,digital badges,and learning and training history:THE FUTURE OF SKILLS-BASED ORGAN
216、IZATIONSWORK|SKILLS-BASED ORGANIZATIONWho owns skills data,and how can it be made portable?and 2022.For information,contact Deloitte Touche Tohmatsu Limited.081Living proof:SpringRole SpringRole built a professional reputation network,powered by AI and blockchain technology,aimed at giving users a p
217、lace to store verified information on work experience and endorsements.46 Living proof:Peoplewave Singapore-based Peoplewave allows workers to store blockchain-secured information on performance and training.47What is needed to make worker skills transparency and portability work at scale is a cross
218、-company language of skills and,more critically,secure,credible,and reliable skills data that people could take from project to project,employer to employer.Global skills passports could empower workers with mobility and personal agency.Organizations could employ blockchain-based solutions that enab
219、le verified skills data.THE FUTURE OF SKILLS-BASED ORGANIZATIONSWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.082Should organizations share their aggregate skills data?of business leaders agree that organizations should measure and publicly report on th
220、eir skills supply,demand,and skill gaps73%THE FUTURE OF SKILLS-BASED ORGANIZATIONSWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.083Can we over-index on skills?Skills are important to make decisions about work and the workforce:Of all the criteria that c
221、ould be used to match workers to work,workers want their skills to be considered first.However,we see a shift to making decisions on work and the workforce based more on skills than on jobs as the first step of an evolutionary journey toward making decisions on a whole host of factors that make indi
222、viduals unique.Eventually,we envision that the concept of the skills-based organization will become short-hand for more granularly defining workers as unique,whole individuals unboxed from jobswith a variety of skills,interests,passions,motivations,work and cultural styles,location preferences and n
223、eeds,and more.Living proof:Forum One As part of an effort to improve DEI,agency Forum One updated its skills matrix to go beyond traditional skills to also include worker interests,preferences,and professional development objectives.The goal?To provide a holistic understanding of a persons strengths
224、 and growth trajectory.48“I think its important,as you evolve to being a skills-based organization,to make sure that other important aspects arent lost.When all is said and done,were talking about our peoplehumans with varying interests,motivations,mindsets,lived experiencesand skills are just one p
225、art of the human performance equation.”49 Julie Dervin,former head of Global Learning and Development at global food company Cargill64%of business and HR leaders say skills are the most important data we can collect on workers(beyond what is needed for compliance reasons)THE FUTURE OF SKILLS-BASED O
226、RGANIZATIONSWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.084Type of data (ranked in order of importance):Workers who are open to sharing it Workers rank the following types of data as being the best criteria organizations should use to make decisions a
227、bout hiring and deploying workers to work.They also indicate which data they are open to being collected about them:79%76%78%71%71%70%59%57%Demonstrated skills and capabilitiesAdjacent skillsSkills workers want to developLocation,schedule,and flexibility preferencesTeaming and collaboration style an
228、d preferencesInterests and passionsPerformance on internal gigs and projects not directly related to the jobPotential 12345678Workers and leaders alike want a variety of data including and beyond skills to make decisions about work and the workforce.THE FUTURE OF SKILLS-BASED ORGANIZATIONSWORK|SKILL
229、S-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.085Business and HR leaders rank the following types of data as being very valuable in making decisions about the workforce,such as matching people to work,and indicate which data they are collecting:77%78%67%58%66%52%
230、47%15%Type of data (ranked in order of Organizations that collect itPotentialSkills workers want to developTeaming and collaboration style and preferencesAdjacent skillsInterests and passionsPerformance on internal gigs and projects not directly related to the job12345678Location,schedule,and flexib
231、ility preferencesDemonstrated skills and capabilitiesTHE FUTURE OF SKILLS-BASED ORGANIZATIONSWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.0860%10%20%30%40%50%60%50%44%43%41%41%39%31%My employer would clearly tell me how my data is collected,used,and th
232、e benefits that will be achievedMy data would open new opportunities for my growth and development,but it wouldnt influence hiring,deployment,performance assessment,pay,or promotionsMy employer would use only data that is objective and verified to inform hiring,pay,or promotion decisions with the in
233、tent of making them fairer and more meritocraticNew work opportunities such as roles,assignments,teams,or projects would be suggested to me based on my dataI would have control about what data is shared and with whomI could validate and correct my data as neededI could have more customized work expe
234、riences based on my dataA small portion of workers say that whether they share their data depends on how their data is used and the benefits they will receive:“You marked it depends whether you want to share your data.What would it depend upon?”Employers should ensure they collect workers data with
235、minimal intrusionand assure people that new systems are harnessing the power of AI technologies responsibly.Employees are generally open to sharing informationif their organization clearly explains both how that data will be used and the expected benefits.THE FUTURE OF SKILLS-BASED ORGANIZATIONSWORK
236、|SKILLS-BASED ORGANIZATIONSource:Deloitte Skills-Based Organization Survey,MayJune 2022 2022.For information,contact Deloitte Touche Tohmatsu Limited.087 087As you consider the future of skills-based organizations,which of the following would be a positive or negative development,or neither?Business
237、 and HR leadersWorkers44%positive53%positive79%positive74%positive76%positive73%positive60%positive61%positive33%positive54%positive70%positive28%negative20%negative4%negative4%negative1%negative3%negative11%negative9%negative37%negative16%negative4%negative28%neither27%neither17%neither22%neither23
238、%neither24%neither29%neither30%neither30%neither30%neither26%neitherCollecting skills data by passively mining information about workers as they work(e.g.,email,digital work products,audio or video calls)Skills-based pay and transparency regarding what skills are worthUtilizing skills as a way to ev
239、aluate workers in performance reviewsOrganizations becoming hyper-meritocracies(in which the most highly skilled are more easily discovered and better rewarded)Internal talent marketplaces in which workers are involuntarily assigned projects and tasks based on their skills at the discretion of leade
240、rs,managers,or algorithmsProviding workers with more autonomy,agency,and choice in the work to which they apply their skills,with subsequent less centralized control by the organizationTHE FUTURE OF SKILLS-BASED ORGANIZATIONSWORK|SKILLS-BASED ORGANIZATIONSource:Deloitte Skills-Based Organization Sur
241、vey,MayJune 2022Will we create positive or potentially unintended negative consequenceswhen fully embracing skills-based organization principles and practices?2022.For information,contact Deloitte Touche Tohmatsu Limited.WORK|SKILLS-BASED ORGANISATIONDEVELOP A WORKFORCE OF ONE 2022 Deloitte Touch To
242、matsu 08812 Getting started 089When it comes to shifting to skills-based work,think evolution,not revolution.Most organizations start small and build out,experimenting with a specific workforce practice before even beginning broader discussions about reorganizing work beyond formal jobs.Skills-based
243、 learning and developmentSkills-based workforce planningMatching skills to internal projects,roles,tasks,or teamsCommon language and framework for skillsSkills-related data and technologySkills-based rewardsSkills-based talent philosophySkills-based hiring35%36%47%26%26%23%22%17%0%5%10%15%20%25%30%3
244、5%40%45%50%HR leaders are starting with skills-based learning and hiring.“Where are you investing most?(Select the top three)”GETTING STARTEDWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.090 090Organizations are beginning with practices that have the cl
245、earest connection to skills.In the future,we expect to see many examples of companies converting pilot projects to broader practice across the organization.Living proof:Cargill Cargill started by transforming learning and development to be based more on skills and less on suggesting learning and dev
246、elopment opportunities based on peoples jobs.As it proceeded to also adopt skills-based hiring and a skills-based talent marketplace,Cargill realized it had core skills hub work to do to realize the vision.It embarked on an initiative to develop an enterprise-wide skills framework,enabling the compa
247、ny to use skills as a unit of measurement to better acquire,manage,and develop their people going forward.50 GETTING STARTEDWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.091 091From insights to actionEven if few leaders of multinationals are likely to g
248、o all-in anytime soon and scrap the entire idea of jobs,organizations can get started now by gradually embracing the concept of making decisions about people based less on jobs and more on skills.Here are some ways to begin the journey to a skills-based organization:Transform a workforce practice th
249、at has the biggest pain point.Many organizations already emphasize the value of skillsnot just degrees or experience when hiring both in response to a tight labor market and to improve diversity,equity,and workplace culture.Start with practices that have the clearest connection to skills.Learning an
250、d development,internal mobility,and talent acquisition,for example,already have a close connection to skills.Transforming these practices first may be easier,as organizations may be able to use mature technologies as readily available upgrades to existing HR information systems,such as talent market
251、places.Get your own skills house in order.By defining a skills taxonomy or framework and a common way of validating skills,organizations can lay the groundwork for making decisions about work and workers based more on skills and less on jobs.They can expand from there by transforming one talent prac
252、tice at a time,or experimenting with new ways of organizing work so workers can flexibly flow to the work based on their skills.GETTING STARTEDWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.092 092References1.Susan Cantrell,“Beyond the job,”People+Strate
253、gy Journal,Summer 2021.Reprinted in Deloitte Insights,October 2021.2.The surveys were conducted in the spring and summer of 2022 across a range of industries and in 10 countries:Australia,Brazil,Canada,Germany,India,Japan,Singapore,South Africa,United Kingdom,and the United States.3.Gloat,”How Unile
254、ver upskilled for the future,”accessed June 25,2022.Leena Nair,Nick Dalton,Patrick Hull,and William Kerr,“Use purpose to transform your workplace,”Harvard Business Review,March-April,2022.Avivah Wittenberg-Cox,“Flexibility for all:Unilevers vision for the future of work,”Forbes,May 23,2021.4.Nair et
255、 al.,“Use purpose to transform your workplace.”5.Aman Kidwai,“Inside Unilevers program that allows employees to try out new jobs and gig working opportunities at the company,”Insider,May 5,2021.6.Unilever,“Providing skills for life,”accessed August 8,2022.Nair et al.,“Use purpose to transform your w
256、orkplace.”Ravin Jesuthasan and John W.Boudreau,Work Without Jobs:How to Reboot Your Organizations Work Operating System(Cambridge,MA:MIT Press,2022).7.Kate Whiting,“This is how AI can unlock hidden talent in the workplace,”World Economic Forum,June 2,2021.8.Gloat,”How Unilever upskilled for the futu
257、re,”accessed June 25,2022.9.Unilever,“Providing skills for life.”REFERENCESWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte Touche Tohmatsu Limited.WORK|SKILLS-BASED ORGANISATION 093 093REFERENCES10.“Therese Raft,“Unilever is turning the work week towards skills building,”Financi
258、al Review,April 27,2022.11.David Green,“Taking a skills-based approach to workforce planning interview with Ralf Buechsenschuss,Global Head of Organization Design,Analytics and Digitalisation at Zurich Insurance Company,myHRfuture,September 28,2021.12.Ravin Jesuthasan,Tracey Malcolm,and Susan Cantre
259、ll,“How rapidly changing market conditions are redefining jobs,”Harvard Business Review,April 22,2020.James Asquith,“Grounded flight attendants are being redeployed to hospitals in coronavirus battle,”Forbes,March 30,2020.13.Company interview with Deloitte author,November 19,2018.14.Cushman&Wakefiel
260、d,“Military&Veterans Programs,”accessed July 23,2022.The Workplace Report sponsored by Indeed,Wall Street Journal,“Want to hire better amid the great realization?Focus on skills,”July 28,2022.15.Gloat,“Customer success story:Schneider Electric,”accessed July 18,2022.16.“Business roundtable launches
261、initiative to place greater emphasis on skills in hiring and advancement,improve equity and diversity in employment,”Business Roundtable Press Release,December 4,2020.17.“OneTen launches technology platform to create and enable one million opportunities for black talent over the next 10 years,”PR Ne
262、wswire,June 29,2021.18.Jeff Schwartz,Kraig Eaton,David Mallon,Yves Van Durme,Maren Hauptmann,Nic Scoble-Williams,and Shannon Poynton,“The Worker-employer relationship disrupted,”Deloitte Insights,July 21,2021.19.Mitchell J.Seal,“Launching MilGearsa simple yet powerful tool,”Military Times,April 21,2
263、021.20.Gloat,“Customer success story:TATA Steel,”accessed August 16,2022.21.Pim de Morree,“How to disrupt a 70,000 employee manufacturing company,”Corporate Rebels,February 2019.22.Office of the Under Secretary of Defense for Acquisition and Sustainment(A&S),“Public-Private Talent Exchange,”accessed
264、 July 28,2022.23.Simon Caulkin,“WL Gore:The company others try and fail to imitate,”Financial Times,August 2,2019.24.Gary Hamel,“First,lets fire all the managers,”Harvard Business Review,December 2011 2022.For information,contact Deloitte Touche Tohmatsu Limited.094 094REFERENCESWORK|SKILLS-BASED OR
265、GANIZATION25.Ravin Jesuthasan and John W.Boudreau,Work Without Jobs:How to Reboot Your Organizations Work Operating System(Cambridge,MA:MIT Press,2022).26.David Green,“How Unilever has created a culture of internal talent mobility interview with Jeroen Wels),”myHRfuture,March 2,2021.27.Susan M.Cantr
266、ell and David Smith,Workforce of One:Revolutionizing Talent Management through Customization(Boston,MA:Harvard Business Press,2010).28.Gloat,“How Mastercard created priceless career development opportunities,”accessed September 8,2022.29.IBM,“Using AI to build a winning team with diverse skills,”Mar
267、ch 16,2018.30.Mastufa Ahmed,“Its time to embrace the skills-based model of talent pipeline:IBMs Obed Louissaint,”People Matters,January 18,2022.31.Nicole Schreiber-Shearer,“3 companies showcasing successful mentorship programs,”Gloat,April 11,2022.32.Google,“Googler reviews and development,”Build Yo
268、ur Future with Google,accessed July 28,2022.33.Brainshark,“Brainsharks new AI-powered engine elevates sales coaching and readiness,”PR Newswire,June 5,2018.34.Christina Curnow,Robert Caldern,Tessa Riley,Christopher Rivera Carvajal,Sara Trevino,and Samia Amin,“Measuring skills at work:Lessons from th
269、e field,”American Institutes for Research(AIR),June,2021.35.Elizabeth Mann Levesque,“Employee development through a pay for skills program,”Brookings Institution,December 6,2019.36.Nicole Lewis,“IBM transforms its approach to human resources with AI,”SHRM,May 21,2019.37.Ravin Jesuthasan and John W.B
270、oudreau,Work Without Jobs:How to Reboot Your Organizations Work Operating System.38.Credly,“Case study:Autodesk bridges skills gap,builds talent pipeline with digital credentials,”accessed August 22,2022.39.Ravin Jesuthasan and John W.Boudreau,Work Without Jobs:How to Reboot Your Organizations Work
271、Operating System.40.Work performed at a global consumer products company by Deloitte.41.Work performed at a global educational organization by Deloitte.2022.For information,contact Deloitte Touche Tohmatsu Limited.095 095REFERENCESWORK|SKILLS-BASED ORGANIZATION42.Work performed at a U.S.healthcare c
272、ompany by Deloitte.43.The World Economic Forum,“Building a common language for skills at work:A global taxonomy,”January,2021.44.Work performed at a global food organization by Deloitte.45.Curnow et al.,“Measuring skills at work:Lessons from the field.”46.Science Inc.,“SpringRole announces the first
273、 professional reputation network built on blockchain,”February 23,2018.47.Biraajmaan Tamuly,“Peoplewavedisruptor of HR through blockchain-powered Wavebase,”AmbCrypto,June 6,2018.48.Forum One,“How were furthering our DEI efforts through a skills matrix,”October 29,2020.49.Deloitte,“The Skills-Based O
274、rganization,”Capital H Podcast with guests John Boudreau and Julie Dervin and hosts Michael Griffiths and David Mallon,December,2021.50.Deloitte,“The Skills-Based Organization.”2022.For information,contact Deloitte Touche Tohmatsu Limited.WORK|SKILLS-BASED ORGANISATIONAUTHORS AND ACKNOWLEDGEMENTS 09
275、6 096About the authorsThe authors would like to thank Joi Bruce,Denise Moulton,Chelsea Taylor,Rebecca Greenberg,Frances Symes,and Laura Durando for their contributions to this article.Sue Cantrell| Susan Cantrell is vice president of Products,Workforce Strategies at Deloitte Consulting LLP.She is a
276、leading expert and frequent speaker on the future of work and human capital.She has more than 20 years of experience serving as an executive advisor,author,researcher,and developer of new solutions that help organizations harness digital technologies and evolve their workforces to innovate,unlock ag
277、ility,and drive transformation.Michael Griffiths| Michael Griffiths is a senior partner in Deloittes Workforce Transformation practice;specifically leading Deloittes Workforce Development market offerings.With a global team,these offerings drive the market in learning transformations,knowledge manag
278、ement,leadership development and assisting clients to become skills-based.He is also the lead for Deloittes Human Capital Trends research and report.Griffiths is well published in the field of learning and talent,and is the leading market voice on becoming a skills-based organization.Robin Jones| Ro
279、bin Jones leads Deloitte Consulting LLPs Workforce Transformation practice in the United States,and serves on the CEOs Marketplace Leadership team in Deloitte Consulting.With a focus on the Future of Work,Jones advises senior executives as they contemplate how data,technology,and societal changes ar
280、e impacting the work,workforce,and workplace.Julie Hiipakka|Julie Hiipakka is a leader in our workforce transformation offering focused on skills-based organizations and workforce development.Prior to her current focus on helping clients implement skills-based talent practices,she led the Learning&L
281、eadership research practice for Deloitte Consultings Human Capital Research and Sensing offering.Authors and acknowledgments 2022.For information,contact Deloitte Touche Tohmatsu Limited.097 097Robin JonesMichael GriffithsSue CantrellContact usCONTACTSWORK|SKILLS-BASED ORGANIZATION 2022.For informat
282、ion,contact Deloitte Touche Tohmatsu Limited.098 098Steve HatfieldArthur MazorContact usGlobal Human Capital Practice L ProfileLinkedInSteve Hatfield is the Global Future of Work leader for Deloitte Consulting,and is a principal in the Workforce Transformation offering.He has more than 20 years of e
283、xperience advising global organizations on issues of strategy,innovation,organization,people,culture,and change.Art Mazor is Deloittes Global Human Capital practice leader,leading the Global Human Capital Executive team,and a member of the Global Consulting Offerings and Assets Leadership team.Mazor
284、 is accountable for guiding the firms continued innovation and capability growth to drive unique and powerful client business outcomes that have positioned Deloitte as the worlds no.1 human capital consultancy.Global Human Capital Practice L ProfileLinkedInCONTACTSWORK|SKILLS-BASED ORGANIZATIONOur i
285、nsights can help you take advantage of change.If youre looking for fresh ideas to address your challenges,we should talk.Practice leadershipIndustry leadershipMichael GMichael Griffiths is a senior partner in Deloittes Workforce Transformation practice;specifically leading Deloittes Workforce Develo
286、pment market offerings.With a global team,these offerings drive the market in learning transformations,knowledge management,leadership development and assisting clients to become skills-based.He is also the lead for Deloittes Human Capital Trends research and report.Griffiths is well published in th
287、e field of learning and talent,and is the leading market voice on becoming a skills-based organization.Robin J Robin Jones leads Deloitte Consulting LLPs Workforce Transformation practice in the United States,and serves on the CEOs Marketplace Leadership team in Deloitte Consulting.With a focus on t
288、he Future of Work,Jones advises senior executives as they contemplate how data,technology,and societal changes are impacting the work,workforce,and workplace.2022.For information,contact Deloitte Touche Tohmatsu Limited.099 099Anna NowshadShivani MaitraNicole Scoble-WilliamsStephen HarringtonDCE Fut
289、ure of Work Leaderanowshaddeloitte.at ProfileLinkedInNSE Future of Work Leadershmaitradeloitte.co.uk ProfileLinkedInGlobal Work Growth Leader and APAC Future of Work Leadernscoble-williamstohmatsu.co.jp ProfileLinkedInCanada Future of Work Leaderstharringtondeloitte.ca Profile LinkedInCONTACTSWORK|S
290、KILLS-BASED ORGANIZATIONContact usNic Scoble-Williams is focused on humanizing the future of work,helping activate adaptable and resilient businesses and careers through harnessing the collective intelligence of humans working productively with smart technology.Scoble-Williams is a passionate pionee
291、r with the courage to lead and orchestrate the collective action required to challenge the status quo and drive transformational disruption and change across all levels of the organization at scale.Shivani Maitra is a partner in Deloitte Consultings London office,where she leads the private sector p
292、ractice for human capital with a focus on retail and life sciences.She is the EMEA lead client service partner for Astellas.She sits on the Global Human Capital Executive for Deloitte.Stephen Harrington is a director in Deloittes Workforce Transformation practice and the national leader for Workforc
293、e Strategy and Future of Work Advisory,with 21 years of experience leading transformations in culture/talent strategy and implementation.More recently his work in the Future of Work space,which dates back to his first publication in 2011,is driven by a focus on“new ways of working,”adapting culture
294、to the“new normal,”and future skills analytics.Anna Nowshad leads projects in the field of workforce transformation,talent strategies,career management,culture change,performance management,workforce and succession management,and digital enablement.She is experienced in working with senior leadershi
295、p teams,diverse teams,and international environments.Nowshad also leads the Austrian Organization Transformation&Talent team.2022.For information,contact Deloitte Touche Tohmatsu Limited.Gildas is a director with the Deloitte France Human Capital Advisory business.He has more than 20 years of experi
296、ence helping to align people and HR systems with the organisations strategy.He is a strong promoter of the concept of adaptable organisations.He has worked on various projects covering strategic alignment,organisational design and effectiveness,employee engagement and communication,change management
297、,talent attraction,and classification and reward systems.Frederiek Van Tornout joined Deloitte in 2014,after his company Vision was acquired by Deloitte Belgium.He continues his entrepreneurial responsibilities,both on a national and international scale,within Deloitte.At Deloitte Belgium,this resul
298、ted in a role as Workforce Transformation offering leader.His international impact can be found in leading the EMEA center of excellence focused on digitally enabled learning.Stephen Harrington is a director in Deloittes Workforce Transformation practice and the national leader for Workforce Strateg
299、y and Future of Work Advisory,with 21 years of experience leading transformations in culture/talent strategy and implementation.More recently his work in the Future of Work space,which dates back to his first publication in 2011,is driven by a focus on“new ways of working,”adapting culture to the“ne
300、w normal,”and future skills analytics.0100 0100CONTACTSWORK|SKILLS-BASED ORGANIZATIONContact usGildas PoirelDCE Future of Work LeaderGPoireldeloitte.fr ProfileLinkedInPhilippe BurgerGlobal Workforce Transformation Leaderphburgerdeloitte.fr ProfileLinkedInFrederiek Van TornoutGlobal Workforce Transfo
301、rmation L ProfileLinkedIn 2022.For information,contact Deloitte Touche Tohmatsu Limited.WORK|SKILLS-BASED ORGANISATIONDEVELOP A WORKFORCE OF ONE 0101WORK|SKILLS BASED ORGANIZATIONThis publication contains general information only and Deloitte is not,by means of this publication or presentation,rende
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303、g any action that may affect your business,you should consult a qualified professional advisor.Deloitte shall not be responsible for any loss sustained by any person who relies on this publication.About DeloitteDeloitte refers to one or more of Deloitte Touche Tohmatsu Limited,a UK private company l
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