Many organizations are moving to implement skill management as a core capability for 2022. Here is some guidance on the decisions you will need to make as you prepare for skill management at your company. To succeed with skill management requires an openness to bottom up emergence of skills and roles and the guidance of a skill and competency model.

Teams are central to how we work today and building teams is critical to performance. See how Ibbaka support building skill-based teams and why understanding team skill coverage is so important.

Skill management is transforming how businesses develop people and align them to work. It is a powerful way to discover new potential and put it to work. At Ibbaka, we roll out skill management across a for phase cycle. It is a cycle as each phase builds on the one before and feeds back into it, creating new value for individuals, teams and the organization.

Data literacy is not one big thing. Leading companies have developed clear personas that they use to guide the development of their data literacy capability. At Widen Collective, a Digital Asset Management company based in Madison WI, the three personas are the data consumer, the data discoverer and the data designer.

Asking good questions of the massive amounts of data your organization is collecting is a critical part of data literacy. How you formulate these questions impacts your ability to make good decisions that will drive value-generating outcomes. We go into this by looking at one of the critical questions in skill management. “Do we have the skills needed to realize our vision?”

An update on TeamFit Competency Model design module - from the design principles that guide us, to the user scenarios.

We participated in a panel titled "How Silicon Valley Approaches HR" followed by an accelerated version of applying design thinking to internal mobility strategies. Here are our takeaways

When looking at the skills of a large group of people who plat the same general role one generally finds clusters. These clusters can reveal the different ways in which people approach the role. This leads to further insights into how people are approaching their work.

Social skills become foundational skills in the operating room setting. A calm and reassured patient helps people apply their technical skills.

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.

TeamFit uses The Experience Model that follows the natural path of how autobiographical memories are stored.

Each of us has many skills that we bring to our work. Focus on the most obvious skills does not do justice the real complexity of work or our personalities.

What are the key business questions for skill and expertise management? How will answering these questions change your business? Critical performance questions.

The critical risk in mergers & acquisitions is the people. Ibbaka gives you the critical insights you need to safely navigate this high-risk event.