Blogs

Google “essential skills in the workplace” or “core skills in the workplace,” and you’ll find articles and blogs that offer a variety of lists and ideas. You’ll notice they have a lot in common, things like interpersonal abilities and awareness, willingness to learn, problem-solving and innovation, and critical thinking, to name a few. Organizations may use different language or definitions, but the patterns are there. What we have called soft skills in the past are now deemed essential skills. Here are two examples.

In partnership with Mercer, Singapore’s government built its SkillsFuture program, assisting its citizens with building the skills they need to support the advancement of Singapore’s economy and the building of an inclusive society. The program defines core skills as “thinking critically, interacting with others, and staying relevant.” Each of these is further made up of specific competencies.

In an article that highlights these skills, Mercer describes these as “skills to build skills.” They are foundational not only to the workplace but to resilience overall.

Using academic research and its own experience, McKinsey & Company identified four broad skill categories — cognitive, digital, interpersonal, and self-leadership — that workers will need to be successful. According to McKinsey’s article on skills needed for the future world of work, “The need for manual and physical skills, as well as basic cognitive ones, will decline, but demand for technological, social and emotional, and higher cognitive skills will grow.”

Keep in mind that these skills are based on learning, aptitude, problem-solving, self-awareness, and relationships, etc., rather than the specific experience or qualifications that are often tied to job descriptions and titles. These allow the organization fluidity and nimbleness to meet the continuously changing needs of the marketplace.

Can essential skills be taught or are they innate? While no one masters every essential skill, it’s possible for people to build muscle for skills that don’t come naturally. For example, if someone lacks critical thinking skills, managers can provide real-life examples, create opportunities for the employee to practice, and provide regular coaching and feedback.

How Can Employers Bring this Strategy to Life? 

Hiring is where employers may start, by defining qualifications less by education and experience and more by skills necessary to be successful. Instead of requiring a college degree, employers can be creative in considering a combination of less education, skills, and a broader range of work and non-work experiences. Beyond that, employers should consider not only what it takes to do the job every day but also the skills that someone needs to be successful anywhere in the organization. To grow and stay competitive, employers need to recruit people who can learn, adapt, and move easily throughout the company.

Employers can get a jump start by determining the skills (rather than the qualifications) for specific roles. It’s easier to assist employees in building a development plan when everyone has a common understanding of what is required. Then, managers and employees can jointly create career maps to set benchmarks for development and goals for each step in the employee’s career.

“Buying talent” can be more expensive, time-consuming, and risky than developing people internally. Employers can capitalize on employees’ skills, especially learning, to fill in staffing gaps while providing career opportunities.

It's important to listen to employees regularly and intentionally about their career aspirations, remembering that career growth isn’t always vertical or up the ladder. It can be across departments, functions, or disciplines. Investing in developing employees leads to retention and engagement and can promote diversity and inclusion. Employees from diverse and disadvantaged backgrounds can grow where they currently work, rather than leaving the organization to find professional development elsewhere.

As everyone knows, the world of work isn’t slowing down or pausing for breath. Organizations recognize that agility and flexibility are critical to their success. Skills-based employment decisions can be one of the tools they can use to adapt and refocus to meet the changing requirements of the marketplace.

Employers Council is available to help members through online resources, consulting, and training. Contact the Member Experience team by email or call 800-884-1328.