Transform your workforce through skills-based talent practices
In an uncertain economy with forecasted long-term labour shortages, 最大限度地发挥员工的价值，并吸引新的人才加入你的组织是至关重要的. As the world of work continues to change rapidly, 更甚于以往, the ability to transform with it is crucial to success. 这就是为什么接受以技能为基础的实践已成为公司的首要任务——因为再培训对于改变组织以适应未来的工作至关重要. Measuring skills and capabilities objectively bolsters talent acquisition, 发展, succession and your broader talent strategy. Unlock exponential results today through a focus on skills.
Whether you’re looking to build a strong skills foundation, redesign the way you work or rethink how you attract, 留住和发展人才, 我们可以帮忙. 大规模实施基于技能的实践需要跨团队协作——您将需要跨越劳动力转型的专业知识, 数据和科技产品, 以及数字实现. That’s where 美世 comes in.
The 2024 Skills Snapshot Survey is now open!
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Workforce and 转换 advisoryStrategic visioning, programme design, change activation
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数据和科技产品Skills data, market values and trends, enabling functionality
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数字实现HR tech stack planning, deployment and optimisation services
挑战
- 我们努力确定目前的板凳实力和技能差距，以告知基于技能的招聘.
- We’re working to restructure jobs around automation.
- 与以技能为基础的人才管理相一致的学习和发展投资对我们来说很难优先考虑.
- We want to offer flexible careers across the organisation.
The 2023/2024 Skills Snapshot Survey report
How do leading companies reinvent for skills-based talent management?
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Strategic workforce planning
应用内部和外部供需技能研究数据，以增强洞察力和重新定义人才/技能库. -
Reskilling
通过有针对性和个性化的基于技能的学习途径和增强的评估能力加速再培训, eliminating laborious current-state analysis. -
技能评估
Measure skills and capabilities objectively for talent acquisitions, 发展, succession or a broader people strategy based on your skills framework. -
按技能付费
投资未来技能, 通过基于技能需求的人工智能薪酬决策，重塑薪酬计划, 供应和临界. -
Job and career architecture
To achieve optimal internal equity and external competitiveness, 用一致的职业分析和职业评估方法建立一个健全的职业架构框架是至关重要的. -
绩效管理
Agile environments require rapid, 多来源的绩效反馈和评估，以实现技能熟练程度和发展活动的目标.
以数据为导向的按技能付费方法，对企业吸引和留住关键人才的能力至关重要.
Is your organisation ready for skills-based talent management?
Skills-based talent practises continuum
从技能的角度来看待劳动力会增加灵活性
当我们比较公司的发展历程时，我们确实看到了心态和文化上的一些差异
- there is more fluidity in the organisations
- there are examples of moving mid-career and not stepping back
- there is an urgency to bring diverse skills together to solve a problem
然而, 大多数组织都无法完全接受这种模式，也无法在所有员工中实现这种模式.
原因在于，许多雇主的结构和流程都落在了屏幕的左侧.
- The traditional employer typically has narrow job definitions, 被要求执行的工作不太可能超出JD中概述的职责和责任. The employee in this environment view their career as a ladder, anticipating moving up in the same team.
- 不断发展和领先的公司已经培养了一个更加灵活的环境，在工作分配中考虑技能, and when employees think about their career, 他们明白纵向和横向的运动都是有价值的——他们被授权在自己的职业生涯中掌控方向盘.
- 面向未来的环境在如何组织团队和团队方面采用了敏捷原则 流向工作 based on their specific skills.
The above is often facilitated by a 人才 Marketplace platform
从工作到技能的转变需要对技能的理解.
And for some of the most sophisticated a way to value skills based on market availability, strategic relevance and price. But attaining this change is hard because we live in a world defined by 工作经历. 在一个成熟的组织中，打破这种局面可能很难——但回报是巨大的.
- 1 技能库
- 2 技能地图
- 3 技能定价的人
- 4 工作设计
利用美世技能库策划的内容，将技能直接映射到您的工作中
Reward the critical skills that are driving impact in your organisation
