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Afterthoughts... The Signals We Trust Are Failing (with Gina Jeneroux)

tamizacharias
1 day ago
2 min read

Think of the most capable person you’ve ever worked with. What made them so good?

 


Most likely, whatever you thought of wouldn’t appear on a traditional resume or LinkedIn page. The signals are failing. We must fit ourselves into a particular box to succeed in the workplace, yet the talent marketplace is struggling. On the people side, resumes are created with AI and talent is often overlooked. On the organisation side, applications are screened with AI, and skills are hard to find. AI talks to AI. AI didn’t create this problem, but it did turn on the lights to illuminate it.

 

There are three fundamental questions to ask about how we define the value we want to create:

  1. What can people actually do?

  2. How do you know?

  3. Why does it matter?

 

In L&D, we have the power to have a positive impact on people and organisations with skill definition and development. Our signals can shift from a request for a course to human performance and business results, and from activity metrics to verified skill development and impact. It’s all about surfacing human value for individuals, organisations, and communities.

 

Skills get built away from work, at work, and in the work. We need to define them clearly, as the skill label alone (e.g. problem solving or active listening) might mean different things to different people. We can also define levels for each skill. Skill development might happen through a learning platform, but a recent study from Go1 Research indicates that more often people approach a manager or colleague with their needs. Regardless, skills should be measurable, and we can verify skills applied in action. Attending and completing are only the beginning.

 

A simple framework for strategic skills development includes:

  • Strategy: With your organisation or business, look ahead 3-5 years.

  • Skills: Determine the critical skills and proficiency required to achieve the strategy

  • Gap Assessment: Build a ‘heat map’ showing the strengths and gaps between the two

  • Action planning: Clarify priority actions going forward

 

Now, instead of seeing AI as the problem, use it to help you see skills and gaps, tailor development plans, validate skills in action, and show growth over time. Use AI for low-leverage work, while freeing people to do what only humans can do.

 

After the session, what new signal will you embrace to increase the value you provide for individuals or your organisation? Folks who attended the meeting shared their thoughts:

  • "more dialogue and engagement between people within the organisation"

  • "connecting knowledge to business impact"

  • "identifying the people who are already doing what we are teaching well, and invite them to the table"

  • "coaching and feedback to support development"

  • "start talking about people as assets in the balance sheet context"

  • "skills pathways"



After attending the session, would you like to learn more? Check out the following resources!


 
 
 

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