Skills Based Hiring: Is What You Can Do Who You Are?
Summary: Skill-Based Job Setups, AI, Identity, and Team Dynamics
1. AI and Skill Identification in Organizations
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AI-Driven Talent Management:
Organizations are increasingly using AI to analyze employee data, identify hidden skills, and match people to new roles or projects. This helps optimize workforce deployment and supports upskilling initiatives. -
Benefits:
AI enables more efficient talent placement, better prediction of future skill needs, and proactive workforce development. -
Concerns:
Reliance on AI raises privacy issues and ethical concerns about how personal data is used. It may also challenge employees' sense of identity if they feel reduced to a set of data points.
2. Professional Identity and Personal Identity at Work
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Identity Matters:
People often define themselves by their profession ("I'm a writer," "I'm an accountant"). This professional identity is closely tied to personal identity and self-worth. -
Challenges of Skill-Based Assignments:
When work is assigned solely based on skills, employees may feel their professional identity is diluted or undervalued. This can impact job satisfaction and motivation. -
Psychological Impact:
Research shows that a strong, positive professional identity is linked to higher job satisfaction and commitment. However, over-identifying with work can be unhealthy if work becomes the sole source of identity.
3. Upskilling and Employee Autonomy
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Upskilling Benefits:
Upskilling is more efficient than hiring for specific skills and helps organizations adapt to changing needs. It also supports employee growth and retention. -
Autonomy is Key:
Employees value the ability to choose projects and roles that align with their interests. Organizations that offer autonomy see higher engagement, innovation, and satisfaction. -
Whole-Person Approach:
Organizations should treat employees as individuals with unique skills, interests, and aspirations, not just as interchangeable resources.
4. Personal Preferences vs. Skills
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Skills Alone Aren't Enough:
Just because someone is skilled at a task doesn't mean they enjoy it. Personal preferences, passions, and emotional well-being are critical for motivation and job satisfaction. -
Alignment is Essential:
Assigning work that aligns with both skills and interests leads to higher productivity and fulfillment. Ignoring preferences can result in disengagement and burnout.
5. Challenges in Skill-Based Organizations
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Resistance to Change:
Shifting from traditional job roles to skill-based setups can be met with resistance from both employees and managers. -
Skill Visibility:
Many organizations lack a clear understanding of the skills within their workforce, making it difficult to implement effective skill-based strategies. -
Legacy Practices:
Outdated compensation, performance management, and promotion systems can hinder the transition to skill-based models.
6. Team Dynamics and Workplace Culture
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Beyond Skills:
Successful teams require more than just compatible skills. Interpersonal dynamics, shared values, and a positive culture are essential for collaboration and productivity. -
Risk of Dysfunction:
Focusing only on skills can lead to dysfunctional teams and toxic work environments if team members don't work well together. -
Inclusive Environments:
Organizations that consider both skills and team dynamics are more likely to create inclusive, positive workplaces where employees thrive.
Conclusion
Skill-based job setups and upskilling offer significant advantages for organizations, including better talent placement, higher retention, and greater agility. However, these benefits can only be fully realized if organizations also consider the importance of professional identity, employee autonomy, personal preferences, and team dynamics. By balancing skill optimization with a holistic understanding of employees as individuals, organizations can create healthier, more productive workplaces where both people and businesses thrive.
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Find yourself in.
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Thank you for joining the Hope
and Possibilities podcast.
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I'm Nola Simon.
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So I want to talk about skill-based,
job setups particularly organizations
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who use actual AI to determine skills
that they have within the organizations
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that they don't realize their people
even have, and how they use that to
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actually move people into different jobs
and upskill and do different things.
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And that's all great.
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But the thing is, if you're
constantly only just.
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Being assigned to projects based
on skills that you have, and you
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don't really have an identity.
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That's something that you're
developing within the organization
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that's tied to a profession.
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So it makes it easy for
somebody to say, I do this.
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Like I am a dentist, I'm an
accountant, I am a whatever.
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You're going to actually
have some pushback and some.
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Problems with how people adapt
to that because work honestly
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is tied up in a lot of identity.
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And sometimes that's healthy,
sometimes that's not.
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But it becomes a how do you
tell the story of what you do?
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What is the impact of what you do?
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How do you explain it in a
way that's easily digestible
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and people understand it.
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So when you're walking your dog,
for example, you can say, hi, I do
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this because people will ask you.
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A lot of times, personally,
I blow that off because.
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People don't understand the
depth of what it is that I do.
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So I honestly, a lot of times just
tell people that I'm a writer.
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I do a lot of writing.
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It's not untrue.
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It's just sometimes if I'm not invested
in the relationship with that particular
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person, it's the easiest thing to say.
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So skills great.
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I think upskilling is fantastic.
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I can understand why you wanna
tap the skills and abilities in
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your organization because it's.
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It probably easier than trying
to hire for specific skill sets
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that may or may not exist in the
current market that you operate in.
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But you really have to pay attention to.
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How that impacts the identity that
people have in relation to their work
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and how that also impacts autonomy.
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Do they have the choice whether
to take these projects or not?
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I am very skilled in data analysis.
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And I don't really enjoy it.
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If you give me a task, a whole
spreadsheet of data and ask me
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to interpret it, I can do that.
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I can work with it.
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But my interest is not that.
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So I would turn you down because that's
not the type of work that fuels me.
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That's not intrinsically motivated
work that feels great to do.
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I can completely do it with a lot
of skill and ability, but that's
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not what I want to be doing.
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What I want to be doing is looking at the
stories attached to that data and what
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that data truly means when you actually.
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Look at the narratives that it represent.
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That's my sweet zone.
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So definitely data oriented, but much
more in how that ties into strategy
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and narrative intelligence, right?
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This is where it becomes a whole issue.
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On paper, you might look like
somebody who wants to do that work.
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But you might not honestly
want to do that work.
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It could be tied up in personal
preference, it could be tied up
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in physical ability, it could
be tied up in emotional trauma.
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Work is a lot of different things to
a lot of different people, and you
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don't know everyone's full history
because a lot of times they're not
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honestly disclosing it to you either.
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So you have to be careful when
you're actually just building
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out, skills-based organization.
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Definitely you want to look at it.
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Upskilling is an amazing thing to do.
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Repurposing people instead of
laying them off and, leveraging
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their talents in different ways.
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Absolutely.
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I'm fully aware of that
and I do support that.
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But what you wanna be careful with
is the identity piece, because if
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you're putting in people in work.
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And on teams and combining them with
people that they don't enjoy just because
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their skills happen to be compatible.
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If the rest of the pieces aren't in
place, you're going to be creating
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teams that really don't function in a
workplace that is going to be ultimately
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unproductive and maybe even toxic.
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So anyways, that's my thought.
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Find yourself in.
