This all starts with job architecture!
First things first, let’s tackle job architecture. Think of it as the blueprint for all the jobs within your organisation. Essentially job architecture is about what jobs do and the role they perform for the organisation. Crafting this structure will be a game changer for optimising an organisation’s HRIS system.
Here are the four components of job architecture;
- Job leveling: the stages of career progression within a particular role
- Job documentation: an outline of general expectations, skills, job functions, and entry requirements.
- Job titles: a position’s level, competencies, and responsibilities.
- Compensation structure: pay structures for different job levels.
This foundational framework will identify, manage, and develop the specific skills required across all roles within a company, this allows for more agile talent deployment, effective upskilling initiatives, and better workforce planning to meet future skill demands.
There’s no single right way to achieve this transformation so allow me to present three approaches you might consider:
- Digital Transformation: Think of this as the makeover your HR system needs! Is your current HRIS capable of mapping out skills across your existing workforce and does it capture all the skills you might want to identify from incoming Talent. If not, this could mean a full digital transformation or augmentation of an existing system. There are lots of great AI driven platforms that are scalable in cost and size (which won’t break the bank!). However, there is one gating factor to this approach, the implementation time can be lengthy, you’re looking at anything from 6 – 18 months depending on the size of your organisation.
- Skills Ontology Development: This involves the organisation to develop a full skills ontology that represents every role, every employee and every candidate. This will entail some legwork and managing input from various stakeholders in real time might be challenging. You could start small by asking your high potential employees to map out their skills; by doing so they are helping to drive their own career progression.
- Skills-Based Interviewing: Lastly, where organisations have seen a return on investment quickly is when they start with smaller programmes of work such as taking a skills-based hiring approach to your graduate program or even contact centre where the core skills are consistent in nature.
Let’s just say you were to focus on your graduate program, imagine ditching resumes altogether and focusing instead on core transferable skills and behavioural indicators, what a dynamic team of graduates you would have in your organisation. You could also try the framework provided in my last blog if you are keen to explore this approach!
The last approach can be done in conjunction with approach 1 & 2 as they are all vital and interlinking elements in this process to becoming a skill-based organisation. Remember that embracing a skills-based organisation will be a journey filled with intriguing pit stops and refreshing insights, but the long-term benefits include efficiency in your recruitment process and improved employee engagement and retention, who doesn’t want that! Don’t hesitate to reach out to Trinity Talent if you’re curious about this topic and would like to chat further about it.
Next up, we are going to take a little sidestep from all things skills to discuss the benefits of building a strong HR foundation for any organisations starting out or scaling up.
Stay tuned for more!!!!