WEBVTT

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As the nature of work changes,

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particularly exacerbated by the
introduction of new technology,

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it's requiring the pace of change of skills
and upskilling

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at a level I've never seen before.

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And it's getting faster and faster,
and I think that will continue.

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So organisations need to get advanced people
strategies in place that understand what skills

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they have today, what they need tomorrow,
and how they're going to support people to upskill.

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Taking that look at your skills can
involve, for example, understanding:

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Do I want to buy those skills
because they may be temporal?

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Do I want to borrow those skills
too from elsewhere?

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Or do we want to build those skills?

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And that build piece is obviously

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directly connected to being a
skills-first organisation.

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That in itself presents a challenge,
but it also presents a massive opportunity

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for organisations to reinvent themselves
and for individuals to be relevant

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and for us to really recognise

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people for skills as opposed to roles that they are in.

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We hear terms like skills-first,
skills-based organisations,

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which essentially, for me is around ensuring
that organisations are able to deploy the right skills

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in the right place at the right time
to have that agility across the workforce.

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Looking at the way the organisation is structured

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to break down historical processes,

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ways of working, and silos, which
actually often can inhibit the ability

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to be able to deploy those skills at the
right time and in an agile way.

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To become a successful skills-based organisation,
you also need really, really strong foundations and data.

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This is about having architecture that enables
you to see the granularity of skills

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across your organisation so that you can understand
how, what they are, and how to change.

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Leadership in that is absolutely critical.

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And that means leaders who are
prepared to dedicate resources,

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leaders who have a real growth
mindset so they emphasise

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learning in the organisation
because they understand it's less

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a cost and more of an investment in their people.

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Generative AI is live, it's here,
we're using it every single day.

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And so that's a huge opportunity for organisations
to get ahead.

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But that also creates more opportunities
for people and people's careers

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in terms of learning new skills, and developing
more dynamic career experiences.

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When we think of generative AI, there are also important

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human skills that we have to emphasise.

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We have to be able to look at generative AI

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and not just right out of the gate,
officially accept everything there as fact.

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So we have to be able to look at information,
judge it, understand it.

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In the past, the employees within an organisation

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were used to having a job for life.

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Now increasingly, the rate at which
technology is changing, what we do

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and how we do it is more than ever relevant

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that we actually have skills that are relevant.

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To futureproof your workforce
we see organisations investing heavily

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in understanding the criticality of skills,

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those they have today, and what
they need tomorrow.

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The concept of skills based organisations isn't new,

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but what is new is that organisations
are reaching new heights

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from deploying more granular talent initiatives
driven by the currency of skills.