The ground on which the competitive game is played is shifting under us. Understanding, developing and applying skills is an organizational imperative.

Most of us have several skill profiles on different systems and none of them is current. To change this, profiles must be connected to work and to other people.

Brandon Hall is conducting a major survey on competency & skill development. This survey will give you insight into how to deploy this powerful capability.

Critical thinking is a foundational skill, one of which is software engineering. What do we mean when we say 'critical thinking'? How can we develop this skill?

Provide organizations with a flexible tool to not only to model their ideal employee but also offering the way to signal desires, expectations and career goals.

When asking the question "what skills will i need tomorrow", organizations must understand the core skills applied today, the emerging skills that are developing in their workforce and the future skills that will need to be leveraged tomorrow. Companies that want to go beyond their core skills insights can, develop a resilient and differentiated workforce for the challenges ahead.

Models help us understand the world. In HR and learning & development, the important models are for skills & competencies. See the results of a recent survey.

Competency models need to move from a description of skills to prediction of performance. They need to become tools for individuals not just organizations.

Recent research by LinkedIn found that skill management is the most important focus on learning and development in 2018.

Observing skills, roles, behaviours we may conclude there must be other skills, not claimed or visible but unexpected. This is where potential can be found.

As companies become more customer-centric they need to evolve the skills of their workforce. Layer skills onto the customer journey map to see the skill gaps.

How we can connect a competency model with a top-down approach with a bottom-up approach? New insights are generated by the combined approach.

Many organizations invest significant effort into building competency models without getting a return. This is unfortunate, a good competency can represent the organization's values while connecting skills to performance and learning. Conventional hierarchical systems are failing here, a more dynamic model can succeed.

Ibbaka Talent is an advanced tool that learns from people using it to make meaningful skill suggestions when you don’t know how to define a role and find the right talent.

The team at Imperative has developed a compelling model of purpose - Relationships, Impact and Growth. How does this map to skill management?

A skill map should take scale and proportion of all aspects of one's experience into account. What is significant will change depending on the scale.

Ibbaka Talent uses a set of categories to help organize skills. We started with a folksonomy approach then added categories to help people see skills more clearly.

The HR Transform conference in Las Vegas in April 2018 is a good opportunity for HR leaders to convene and explore how the changing nature of work will change HR.

Rather than Homo Sapiens or Homo Faber, we are Homo Artes. Mirroring, application, reflection is how we develop new skills. These are built into TeamFit.

Skills need to be part of the team conversation. Injecting skills into Slack, Hipchat, Teams conversations will help people share and develop their skills.