Focus on the ‘How,’ Not Just the ‘What’
Let’s be honest: when was the last time a job description actually captured what you do all day? Most JDs are dusty relics – a long list of tasks that were probably outdated by the time the “save” button was hit.
At Totem, we’re seeing a massive shift in the landscape of work. People have been talking about the move to skills-based hiring for a while, but what exactly does that mean?
The “Shelf-Life” Problem
In the past, you hired a “Marketing Manager” because they had ten years of experience being a “Marketing Manager.” But in a world where AI is rewriting the rulebook every Tuesday, that title is becoming less relevant.
If you’re hiring based on a static list of past tasks, you’re hiring for a world that doesn’t exist anymore. To stay agile, we need to look at the underlying competencies: the cognitive “muscles” that allow someone to learn, adapt, and pivot.
From Tasks to Talents
Moving to a skills-based approach is like looking at a Lego set. Instead of seeing a “pre-built castle” (the job description), you see a collection of versatile bricks (competencies). These bricks might include:
Cognitive Flexibility: The ability to switch between thinking about two different concepts. You can find out more about this here!
Social Intelligence: The “magic sauce” that makes a team click.
Curiosity: The fuel for neuroplasticity.
When you focus on these, you realise that your “Customer Service Star” might actually have the perfect “analytical brick” to be your next “Data Analyst.” This is where reskilling and upskilling become your organisation’s secret superpowers.
The Neuro-Benefit of “The Pivot”
Here’s the science-y bit we love: when we encourage employees to reskill, we aren’t just filling a gap; we’re literally rewiring their brains. Learning a brand new skill-set triggers a burst of neural activity. It keeps the brain “plastic,” making the entire workforce more resilient to change.
Instead of the “fear response” that usually comes with a changing industry, a skills-based culture creates a “growth response.” It tells your team: “We value your potential more than your pedigree.” You start to build a culture based on learning, experimenting, failing fast – all the things that businesses have been dreaming of for years!
So, How Do We Move the Needle?
Audit the “Bricks,” Not the “Castle”: Look at your high performers. What are the core competencies they share? (Hint: It’s rarely their degree subject).
Make Learning “Snackable”: Upskilling shouldn’t feel like a chore. Make it a playground! What is a behaviour I need to learn and in what context can I use it? How am I meeting with small groups to experiment and play with that skill? This is where group coaching and inspiring people to engage with AI for learning can be a great starting point.
Hire for “Human” Skills: You can teach someone a new software in a weekend, but teaching empathy or strategic intuition? That takes a bit more brain power. It will be challenging to build those skills, so hire for them first. And if you need to develop them in your existing people, be realistic that this has moved beyond “soft skills” and is now the core of what it means to add value as humans in the workplace. The AI can do the rest!
Bottom Line – the future of work isn’t about fitting people into boxes; it’s about blowing the boxes up and seeing what amazing things your people can build with the pieces. It’s pragmatic, it’s evidence-based, and honestly, it’s just a lot more fun.
Ready to start building? We thought so!
