In today’s rapidly evolving workplace, where technology and innovation shape the future of work, the concept of a skills-based organisation is no longer just an ideal—it’s a necessary framework for success. Speaking at a recent keynote, Vikas Maheshwary, Assistant Vice President of Human Resources at Biocon Biologics, shared his insights on how skills can drive performance and shape organisational culture from hire to retire.
A Shift from Traditional Models to Skills-Based Approaches
"We’ve all heard about skills-based organisations, but what does it really mean?" Vikas began, inviting the audience to reflect on how businesses can leverage skills to create a more agile and capable workforce. He shared that traditional HR practices, such as competency mapping and performance management, are becoming outdated in a landscape where skills dictate success.
The conversation moved to a key point: relying solely on internal opinions when defining skills for specific roles isn’t enough. "When you're planning the future of a role, don't just ask your team; use technology to scrape skills data from leading global players in the industry," he emphasised. This data-driven approach gives companies insight into what skills are necessary for specific roles across sectors, benchmarking them against industry standards.
The Power of Data: Using Technology to Assess Skills
Maheshwary demonstrated how technology can be harnessed to identify the key skills required for any given role. By using algorithms and data analytics tools, companies can understand the exact skills necessary for a role, their proficiency levels, and what learning programs can bridge any gaps.
For example, if a company needs to hire a project manager with 10 years of experience, technology can help determine the skills required for the role, not just within the organisation, but compared to leading companies like Amazon. From this, HR leaders can generate a comprehensive skills map, highlighting proficiency levels, and the best learning programs to bridge any gaps, both paid and open-source.
Skills Mapping: More Than Just a Buzzword
The concept of skills mapping resonated throughout the discussion. "In an ideal skills-based organisation," said Maheshwary, "you don’t just create a list of competencies, but you map those competencies to tangible KPIs and organisational goals." This mapping brings clarity to job descriptions and helps employees understand the skills expected from them. It’s about moving beyond vague competency frameworks and embedding specific, measurable skills into every aspect of the employee journey.
Reimagining Performance Management
Vikas also shared how skills-based data can revolutionise performance management. Rather than relying on traditional methods of ratings or subjective assessments, HR leaders can look at skills data to determine whether an employee is capable of performing at the next level or if they need further development.
Using skills data in performance reviews allows for more targeted learning and development programs. “We often find ourselves asking, is this person ready for promotion?” Maheshwary said. “Rather than relying on tenure or gut feelings, we can use hard data to answer the question: Does this person have the skills to succeed in the new role?”
Practical Applications: Strategy, Performance, and Beyond
The impact of skills-based organisations isn’t just seen in recruitment or learning and development. According to Maheshwary, skills play a critical role in organisational strategy, and even in achieving ESG (Environmental, Social, and Governance) goals.
For example, when an organisation decides to go public in the next few years, skills data can help identify the roles and skills required to successfully execute that strategy. By bringing together individuals who excel in these skills, organisations can create task-specific teams that are more capable of executing strategic objectives—like preparing for an IPO.
Building the Right Team for Strategic Growth
Vikas shared an inspiring real-world example from Biocon Biologics, where during a large-scale company integration across 28 geographies, they couldn’t afford the luxury of hiring a traditional team. Instead, they mapped skills to the tasks at hand, brought together gig workers with the right expertise, and created high-performance squads that delivered the project successfully.
This was a clear example of how skills-based teams can outperform traditional teams by focusing on the right capabilities, rather than titles. By embracing a no-job-operating-system approach, companies can stop hiring for titles and instead bring together people with the necessary skills to deliver specific projects.
The Future of Work: Leveraging Skills for Success
Vikas emphasised that skills-based organisations have a profound impact on everything from hiring to retiring. By mapping skills to performance goals, organisations can not only identify high-performing individuals but also foster an agile, high-performing culture that adapts to the needs of the business. Whether it’s through strategic planning, performance management, or team formation, the key to future success lies in effectively leveraging the skills at every stage of the employee lifecycle.
