Tech leaders are being asked to do more with fewer resources available, which makes cultivating the right skills in the workforce essential. The implementation of generative AI (genAI) potentially brings productivity gains but is also a point of concern, with employees experiencing what one chief product officer at a tech workforce development company calls an “AI skill threat.” To make matters worse, the longevity of skills is decreasing as the rate of technological change accelerates. How can you ensure that your teams are equipped to support your current business needs while accounting for future shifts both internally and throughout the broader industry?

A skills-based talent approach helps tech leaders pin down these moving skill targets and is dramatically more effective than traditional methods such as recruiting for specific job titles or academic credentials. Instead, identify the skills that are most important for achieving your technology organization’s current and future goals. Assess current employees’ skills to understand their strengths and any gaps that need filling. It’s also key to not just focus on skills but make sure that you align organizational needs with career paths that support employees’ desired goals. Internal skilling and mobility efforts may turn out to be a viable and cost-effective alternative to hiring and training from scratch.

Implementing skills-based talent practices encourages resiliency and adaptivity in a tech org, as you will know what is needed to pivot if the current skills of the day fall out of favor with new technologies. With skills-based practices, you can adapt at greater speed and more easily size up whether existing resources are sufficient for unexpected priority shifts.

My report, Skills-Based Talent Practices, provides recommendations for tech leaders looking to implement this approach in their organization. If you are a Forrester client and want to discuss further, set up a conversation with me here.