What would the world look like if employees introduced themselves not by job titles but by their skills inventory?

While it isn’t realistic to introduce yourself in everyday conversations with, “Hi, my name is Stacey. I write code in Python. I design products. I’ve worked in software engineering for 10 years,” one author suggests HR pros think of their employees as these skills instead of just, “Stacey, the director of product design.”

Craig Friedman, a talent and skills transformation leader for the Illinois-based St. Charles Consulting Group, highlights the importance of companies becoming a skills-based organization in his new book Enterprise Skills Unlocked: A Blueprint for Building Skills-based Talent Management.

Friedman shared with HR Brew what people leaders will learn from his book.

This interview has been edited for length and clarity.

What does a skills-based organization look like?

Skills [are] largely about data…and that’s one of the misconceptions around it…If we had skills not just tied to learning courses and on people’s profiles, but they were tied to everyone’s job descriptions, and especially tied to the work tasks, whether that’s in a workflow, or in a staffing assignment, or job posting…we can actually leverage a whole bunch of more adaptable, more efficient, more tailored talent strategies across the whole value chain.

We can create more personalized learning pathways, so we get [a] broader reach of learning, development, of leadership development, more flexible work design, more career mobility options for employees, [a] deeper reach for recruiting, more strategic workforce planning.

What’s an example of how HR can focus on skills for roles and projects?

One way that consulting companies are leveraging these concepts is through talent marketplaces. The core of a consulting business is getting people staffed on projects that are billable, and when people are not on projects, they’re essentially like inventory in a warehouse accumulating, carrying charges…So, anything you can do to get the right people staffed on the right projects more efficiently leads directly to revenue capture.

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