Organizational hierarchy and its relationship to career growth has always felt misaligned, particularly when it’s applied to increases in salary (take a manager job even though you may not love being a manager because it’s the only way to get a salary increase) and job satisfaction.
Skills-based organizations hold a lot of promise for improving work and workforce by recognizing that each employee, rather than a person in a job/role, is a workforce of one:
When workers are unbound from being defined by their organizations as their “job,” work is no longer a one-to-one relationship between employees and jobs but rather a many-to-many relationship between work and skills—with workers seen as a “workforce of one,” or unique individuals with a portfolio of skills and the ability to make meaningful contributions to a range of work. (Skills-based organizations, Deloitte Insights)
When I’ve had the opportunity to be part of a team that has leveraged skills over job titles, I absolutely had a better experience and the work was better for it. I’m curious to see how this idea can be advanced more broadly in organizations.
Preparing for interviews has been a really great way to reflect on what I would do differently in previous engagements, which may not be surprising, but it certainly is more impactful when you’re trying to work out STAR answers to interviews and realize all the Actions you missed 😬
My job search forced me to explore the value and use of AI quickly and I’m happy for that. What I’m not so stoked about is how the recruitment-hiring-retention service is still completely reliant on old processes and mindsets to identify and assess fit (I’m looking at you, cover letter and resume). There’s a massive opportunity for organizations to re-design HR-as-a-service—it feels like all we’ve done is digitized job boards, and opened up the pool of candidates globally and organizations and candidates are drowning.
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