One of the biggest failings of many corporate competency frameworks is a lack of engagement with employees and managers. This is often due to lack of engagement with the ground truth of people’s work during the development of the model and a misalignment of goals around what these models should be used for. Try a bottom up approach to competency model development.

Apart from the new name—Ibbaka Talio—in the 14.6 release, we have included a new user management feature for corporate users. In addition, we have also opened the skill coverage tool along with the new Skill Bars, Skill and Learning Resources Cards and a detailed SkillRank™ and experience for each skill.

Product managers have hard choices to make. There are always more things that could be done than can be done. In this post Ibbaka product leader Kul Sharma shows a way to make these choices and applies them to talent management.

Micro credentials and badges are playing a larger and larger role as people seek career mobility, or just try to find jobs. Ibbaka is working with Learning Agents and the CanCred Factory to make it easier to align micro credentials and competency models. We spoke with Don Presant from Learning Agents and Kul Sharma from Ibbaka about their approach.

The debate on nature vs. nurture goes back many centuries. We know both talent (nature) and organizational culture (nurture) come together to driver performance. Talent management is responsible for bringing these together. Ibbaka is conducting a short survey to understand how talent management is evolving as the economy moves towards a post Covid 19 ‘new normal.’

Inspired by the 1959 Miles Davis recording - Kind of Blue - an amazing album created by equally amazing teamwork. Is it possible to achieve the same synergy when composing a skill-based team? How will that impact performance?

Finding your talent or your element is the key to success, and understanding your skills makes it possible. Ibbaka Talent will help to unlock your true potential.

The Covid 19 crisis has underlined the need to build resilience and adaptation into our talent strategies. This is true for individuals, teams and organizations. Scenario planning is a powerful tool to help us think about the future and prepare for it. Building skill and competency models for different scenarios can help us prepare for and even to shape the future.

We sat down with Claude Werder, Principal HCM Analyst at Brandon Hall Group on developing potential and how it is a powerful driver of talent retention and growth. In order to make the right talent investments, there are key questions to answer. What skills are available in my organization? How are these applied? Will we have the skills to meet tomorrow’s goals? Where is the potential?

Alexis Katigbak is a Senior Product Manager at TeamFit. See her Skill Profile. “The basic idea of deconstructing work has the potential to change everything HR.

Put skills at the centre of talent management. Pay attention to internal mobility. Think in terms of shared data ownership. Use multiple competency models.

Please take this short survey on skill and competency models, how they are developed and applied, and possible future directions.

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.

With changes to how we work, every organization needs to understand its people. Call it People Analytics, Talent Managemen, or Skill Management. From recruitment agencies to the internal HR departments, regardless of motivation, everyone is trying to find out more.

Surveys may be overused, but they are part of the talent management toolkit, and we all need to get better at their design and interpretation. In this post, we explore when to use a skill survey and how they are applied

Preliminary results for the Skill and Expertise Management 2018 survey. Interesting insights into why people are adopting skill management.

Skill-based allocation is how to build teams. This offers far more value than availability-based approaches. TeamFit supports person and role-based approaches.

Skill management works when seeded with skill & project data, connected to systems like CRM & project management when people get direct value from use.

Skill management answers critical questions about knowledge workers enabling higher performance. Talent management or SharePoint are not viable alternatives.

Managing business to optimize for staff utilization will ultimately lead to commoditization. Applying skills to build differentiation is a better strategy.