![]() ![]() We call this new operating model for work and the workforce “the skills-based organization.”Īt Unilever, for example, an internal talent marketplace enables skills to fluidly move to projects and tasks across the organization, either as a permanent employee or as a “U-Worker”: a worker who has a guaranteed minimum retainer along with a core set of benefits, and who contracts with Unilever for a series of short-term projects. ![]() And by basing people decisions on skills more than jobs, organizations can still have a scalable, manageable, and more equitable way of operating. By decoupling some work from the job-either by atomizing it into projects or tasks, or broadening it so it’s focused on problems to be solved, outcomes to be achieved, or value to be created 2-people can be freed from being defined by their jobs and instead be seen as whole individuals with skills and capabilities that can be fluidly deployed to work matching their interests, as well as to evolving business priorities. ![]() 1Īccording to a global Deloitte survey of more than 1,200 professionals, organizations are increasingly experimenting with what they hope is a better way. One company pioneering this move is Unilever: “We’re beginning to think about each role at Unilever as a collection of skills, rather than simply a job title,” explains Anish Singh, head of HR for Unilever in Australia and New Zealand. In response, organizations are moving toward a whole new operating model for work and the workforce that places skills, more than jobs, at the center. But confining work to standardized tasks done in a functional job, and then making all decisions about workers based on their job in the organizational hierarchy, hinders some of today’s most critical organizational objectives: organizational agility, growth, and innovation diversity, inclusion, and equity and the ability to offer a positive workforce experience for people. ![]()
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