Designing a skills framework is crucial for companies looking to scale effectively and manage their talent development strategically. For companies with a growing workforce, the task becomes even more significant as a key link between employee development and the organisation’s objectives.
There are many ways of going about this, but in this post I wanted to look into some best practices that can make this endeavour a lot more manageable.
Start Small and Focused
Skills inventories can be endless. Instead of trying to tackle the entire organisation at once, focus on a single job family. This approach allows you to identify and map out skills that are commonly required across similar roles. For instance, in a tech company, you might start with your IT department, identifying the core skills needed for all roles within this department before moving on to other areas of the business.
Engage Leadership Early
One of my customers in the retail business was launching a new skills framework, in an initiative led by Human Resources. They spent thousands of hours fine-tuning their model before they shared it with senior leaders. Can you guess what leadership said when they got their hands on it? An appalling 'Start over again'.
Involving senior leadership early in the process is vital–not only for approval purposes. Their insight can help determine how the skills framework will impact other processes such as recruitment, performance evaluations, and job descriptions. Leadership support can also facilitate the integration of the framework into the company’s strategic objectives, ensuring it contributes value from the top down.
Define Governance
Defining skills is an ongoing process: many frameworks fail due to their excessive focus on accuracy over currency.
How will you make sure the framework is current and relevant? Decide who will maintain the framework, where it will be stored, and how it will be updated and accessed. Typically, this might involve HR for governance, IT for system integration, and department leads for content accuracy and relevance.
Collaborate with SMES
The success of a skills framework also hinges on its relevance and accuracy. Engaging with internal and external subject matter experts can enhance this. Internal stakeholders understand the nuances of what makes the company work, while external consultants can benchmark these needs against industry standards and future trends. This blend of insights ensures that your framework is not only reflective of current best practices but also forward-thinking.
Use a Common Language
Think as the wise men think, but talk like the simple people do.
Aristotle
I remember a customer in the Pharma space who managed to engage their SMEs in a ongoing skills definition exercise. Inputs were thorough and precise, but once consolidated and shared with the audience, they realised the problem: skills definitions were too complex and nobody understood what they meant.
The framework should be accessible and understandable to everyone in the organisation, regardless of their role or seniority. Avoid technical jargon and ensure the skills are described in a way that is easy for all employees to understand. This clarity helps in aligning everyone’s efforts and understanding around skill development.
Plan for the Future
While it's important to address current skill needs, a robust framework also anticipates future trends. Consider what skills will likely predict successful performance in the years to come. For example, with the rapid advancement of technology, digital literacy might become a core competency in roles that traditionally didn't require it.
CONCLUSION
Designing a skills framework doesn't have to be an overwhelming project. By starting small, engaging leadership, defining clear governance, collaborating with experts, using clear language, and planning for the future, your company can effectively prepare for growth and evolving industry demands. This strategic approach not only supports current operational needs but also propels the company forward competitively.
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