In unprecedented times of business where complexity and ambiguity are the order of the day, talent management and keeping people engaged with the organization is the biggest challenge for HR and business leaders. The process starts with hiring. Times have changed, so a quiet transition in hiring is also occurring. Organizations have started moving towards skill-based hiring instead of solely relying on job descriptions. This shift goes beyond traditional hiring, which was centered around educational and job specifics.
The gradual increasing trend of skill-based hiring should not imply that job experience and educational qualifications have completely lost their relevance. While recruiting, it is a matter of preference, as studies have shown that skill-based hiring improves retention, reduces unconscious biases, and increases diversity. It is no longer just an academic discussion but a practiced approach resulting in a win-win situation for both organizations and job aspirants.
Skill-based Hiring: A New Approach
Skill-based hiring can be initiated by reworking job descriptions, emphasizing the essential skills needed for the job, and assessing those skills during the hiring process. HR can also seek input from managers and performers on the required skills for successful job performance. This can aid in translating expertise into skills. If a person possesses the necessary skills for a particular role, they should not be dismissed solely because they lack a formal education or predetermined work experience. Work experience alone does not guarantee that a person has acquired specific skills. For instance, when looking for a management faculty to teach marketing to executives, one must consider whether a doctoral faculty member with extensive academic papers on marketing but no industry exposure is preferable over a senior marketing professional with substantial industry experience in brand building and product marketing but lacking a doctoral degree. The focus should be on the skills the role truly demands.
Balancing Skills and Cultural Fit
In addition to the skill set, personality traits, values, thought processes, and alignment of these values with the organizational culture should not be overlooked. It should be a balance of both hard and soft skills.
The cover story of this edition attempts to understand and explore the nuances of this transition, highlighting the benefits and challenges of skill-based recruitment practices by industry experts.
If you like it, please let us know. If not, well, let us know that too.
Happy Reading.
Regards,
Anil Kaushik,
Business Manager - HR Magazine
B-138, Ambedkar Nagar, Alwar - 301001 (Raj.)
Mob.: [Phone Number Removed For Privacy-Reasons]
www.businessmanager.in
Location: Delhi, India
business manager hr magazine, talent management, hr magazine, soft skills, marketing products, hiring process, Country-India, City-India-Delhi
The gradual increasing trend of skill-based hiring should not imply that job experience and educational qualifications have completely lost their relevance. While recruiting, it is a matter of preference, as studies have shown that skill-based hiring improves retention, reduces unconscious biases, and increases diversity. It is no longer just an academic discussion but a practiced approach resulting in a win-win situation for both organizations and job aspirants.
Skill-based Hiring: A New Approach
Skill-based hiring can be initiated by reworking job descriptions, emphasizing the essential skills needed for the job, and assessing those skills during the hiring process. HR can also seek input from managers and performers on the required skills for successful job performance. This can aid in translating expertise into skills. If a person possesses the necessary skills for a particular role, they should not be dismissed solely because they lack a formal education or predetermined work experience. Work experience alone does not guarantee that a person has acquired specific skills. For instance, when looking for a management faculty to teach marketing to executives, one must consider whether a doctoral faculty member with extensive academic papers on marketing but no industry exposure is preferable over a senior marketing professional with substantial industry experience in brand building and product marketing but lacking a doctoral degree. The focus should be on the skills the role truly demands.
Balancing Skills and Cultural Fit
In addition to the skill set, personality traits, values, thought processes, and alignment of these values with the organizational culture should not be overlooked. It should be a balance of both hard and soft skills.
The cover story of this edition attempts to understand and explore the nuances of this transition, highlighting the benefits and challenges of skill-based recruitment practices by industry experts.
If you like it, please let us know. If not, well, let us know that too.
Happy Reading.
Regards,
Anil Kaushik,
Business Manager - HR Magazine
B-138, Ambedkar Nagar, Alwar - 301001 (Raj.)
Mob.: [Phone Number Removed For Privacy-Reasons]
www.businessmanager.in
Location: Delhi, India
business manager hr magazine, talent management, hr magazine, soft skills, marketing products, hiring process, Country-India, City-India-Delhi
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