Skills-first hiring
According to PwC’s 2023 Asia Pacific Hopes and Fears Survey, one in three employees express that they have skills that are not clear from their qualifications, job history or job titles, revealing a latent pool of skills hidden within the existing workforce. By assessing candidates based on competencies and adaptability rather than credentials, and communicating the organisation’s commitment to skill development, employers are more likely to identify, engage and retain the right talent.
Access untapped skills - 1 in 3 employees say their skills are not being fully utilised.
Upskilling for the future
44% Asia Pacific respondents polled in the survey believe the skills required to do their job will change significantly over the next five years. Among them, less than half of them have a clear sense of how. To successfully reinvent the organisation for the future, employers need to ensure their people are well-equipped to thrive in a changing landscape. Building the right upskilling strategy for employees through a forward-looking lens can prepare organisations for the necessary transformation ahead.
Employees must continually upskill to be future-fit.
Reimagine learning and development
Employees today value growth and development, however less than half of respondents in our survey agree that they have the opportunity to demonstrate their transferable skills in the workplace. By adopting a skills-based approach, employees with the right skills are deployed to address specific tasks or projects that align with their career aspirations. A skills-based organisation that invests in learning and training programs can also build a more engaged and satisfied workforce.
Matching the right skills with the right projects optimises productivity as well as employee fulfillment.
Performance management
Incorporate skill development into performance evaluations, provide feedback and rewards to encourage employees who proactively acquire and apply skills that contribute to the organisation's objectives. Base promotions and career advancements on demonstrated skills and their ability to excel at senior roles rather than tenure. A transparent career path that highlights the skills and competencies required will incentivise employees to continually develop themselves.
Reward and promote employees based on achievements and relevant skills, not tenure.
By weaving a skills-first mindset into the culture and operation of the organisation, employers can not only address the immediate challenge of skill gaps, but also forge a path towards a more agile and resilient organisation that thrives in the skills-based economy.
Skills-first in action
A major multinational appliances and electronics manufacturer in China was looking to enhance its operations and overall efficiency in the talent management process. As the organisation embarked on their transformation journey from being a ‘household appliance company’ to a ‘high-tech company’, they realised the workforce’s capabilities were unable to keep up with changes in strategic development.
To support the organisation’s HR transformation needs, our workforce specialists in PwC China provided a comprehensive solution consisting of four interacting modules:
Established a clear definition of skills and qualifications required
Devised learning and development content aligned with the organisation’s strategic priorities
Integrated competency management capabilities into the HR workflow
- Digitalised process execution to reinforce organisational capabilities.
With the implementation of a digital competency management system aligned with business objectives, the company was able to efficiently manage its people and organisational capability enhancement journey to ultimately support its transformation goal.
To explore this topic further, please reach out to your local PwC contacts.
