How to shift to a skills-based framework
The world of workplace learning is changing. Traditional competency models are being challenged, and organizations are shifting towards skills-based learning. But what does this shift really mean, and how can businesses implement it effectively? In this episode, Nick Shackleton-Jones, CEO and Founder of Shackleton Consulting, joins us to discuss the key aspects of skills-based learning, its impact on talent development, and practical steps for making the transition.
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Top tips for implementing skills-based learning
Don’t have time to listen now? Here’s a quick summary of what you’ll learn in this episode:
- The need for skills-based learning – Competency models often fail to reflect real-world tasks, making skills-based learning a more effective approach.
- Defining and identifying key skills – Organizations need to break roles down into essential tasks and identify the skills required for each.
- The role of practical, application-based learning – Learning should be hands-on and focused on real-world application rather than abstract theories.
- Overcoming barriers to change – Many organizations resist change due to convenience, but shifting to skills-based learning has long-term benefits.
- The importance of experiential learning – Training programs should incorporate hands-on experiences for better skill retention.
- Small steps to start the shift – Transitioning doesn’t have to be overwhelming; organizations can start by hiring based on skills rather than degrees.
1. The need for skills-based learning
Competency models have long been a staple in HR and learning and development (L&D). However, they often fail to reflect the actual tasks and skills required for success in a role. The shift to skills-based learning focuses on the specific abilities employees need to perform their jobs effectively.
“The competency model doesn’t really relate to the skills and the tasks that people have to do on the job, and that corrupts every aspect of the three processes – recruitment, promotion and L&D.”
2. Defining and identifying key skills
One of the biggest challenges in moving to a skills-based approach is identifying which skills matter most. Organizations need to break roles down into essential tasks and map the necessary skills to each task.
“If I actually said to organizations, what are the top twenty tasks your leaders have to do? They would say, well, we don’t know. And that’s a big piece of work then to figure that out.”
3. The role of practical, application-based learning
A key component of skills-based learning is ensuring training is hands-on and applicable. Rather than delivering abstract learning modules, organizations must create opportunities for employees to practice skills in real-world scenarios.
“You should go to a leadership training course and practice some of the things you actually have to do as a leader, and the resources should help you with that.”
4. Overcoming barriers to change
Shifting to skills-based learning isn’t without challenges. Many organizations hesitate due to the time and effort required, preferring the convenience of pre-packaged competency libraries. However, making the transition can have long-term benefits.
“What’s stopping people making that change is just the convenience. Often you’re running on a really tight budget, you’ve got a really small number of people.”
5. The importance of experiential learning
Skills-based learning is most effective when employees can apply what they’ve learned in realistic situations. Training programs should incorporate hands-on experiences, from simulations to real-world projects.
“A good program does two things: It gives them a chance to practice those things, which is why it’s experiential, and it gives them the resources that they need.”
6. Small steps to start the shift
Transitioning to a skills-based approach doesn’t have to be overwhelming. Organizations can start small, such as removing degree requirements from job descriptions and focusing on hiring based on skills rather than credentials.
“People perform better and stay longer if you just start taking out degree requirements and actually shift your job descriptions in the direction of describing the skills that people need to do the job.”
About Nick
Nick is an award-winning learning strategist and the CEO of Shackleton Consulting. With extensive experience in learning and development, Nick has worked with top organizations to revolutionize how people learn in the workplace. He is known for his insights on learner engagement, performance-focused learning design, and the shift from content-driven education to experiential learning. His work continues to challenge traditional approaches and inspire innovative learning strategies worldwide.
You can find out more and get connected with Nick on LinkedIn.
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