Results of a survey on skill management conducted in Q1 2016. Top Skill for 2016: Communications. Key actions for leader: (1) Invest in skill management, (ii) Manage skills from the bottom up, (iii) Provide time for reflection.
Current Trends In
Skills & Skill Management
In Q1 2016 TeamFit surveyed more than 100 people at companies of
all sizes on how they manage skills within their organization. Follow
up interviews were conducted with 20 participants.
Top Skill for 2016
Skills are poorly managed
Skills are changing rapidly
High-level skills matter
Invest in skill management
Manage from the bottom up
Make time for reflection
What is Skill Management?
The art of connecting the right people to achieve specific goals & build capability
An emerging discipline that connects operations to HR
Based on a deep understanding of what skills contribute to success
Leverages multiple sources of data on skills, roles and work outcomes
Used to build project teams, develop an extended talent network and to
inform training, hiring, career paths
What skills are critical for the future?
These are top skills across all industries
and job roles in order of frequency. They
seem to fall into two categories.
The skills that help you gain other skills
(Critical Thinking, Adaptability, Learning).
The skills that help you apply other skills
Technical knowledge (people actually
gave this as a critical skill) seems to be a
catch all for the wide range of detailed
skills needed across all industries.
Build Skills Apply Skills
Critical Skills in Business Consulting & Technology
People in both the business
consulting and technology
Communication as the most
But the second and third rated
skills we very different. People in
technical fields have to
continuously learn technical
skills. For consultants critical
thinking and leadership were
seen as the keys. It is
encouraging to see consultants
identify Empathy as a critical
Critical Skills by Role
How well do people know co-workers skills?
Generally people feel they have good
insight into the skills that their co-workers
and their managers display on the job.
They also feel they have some insight into
the skills of other people in their business
After that confidence in skill insight drops
off. This is most serious when it comes to
knowledge of the skills of external
consultants. Many organizations are
relying on these people to provide unique
skills in high demand and to scale
How is skills data used?
The top three uses of skills data are
Assigning people to projects 87%
Hiring employees 79%
Training and development 74%
Only 45% of companies used skills data in developing strategy!
How do people learn about each other’s skills?
By working with
and other social
Not surprisingly the best way to judge a
person’s skills is by actually working with
them (10.18) and by talking with co-
workers (8.61). If you think about your own
behavior that is what you probably do.
It is interesting that LinkedIn and other
public social media showed up as the third
most important way to find out about
people’s skills (6.65).
Internal systems, whether professional
services automation (4.49), corporate
intranets (4.97), or talent management
systems (5.09) are not seen as reliable
sources for skills data.
• Make skills & skill development part of daily conversations
• Use skills data in allocation decisions
• Invest in skill management
• Capture skill data at the project level (roles are too generic)
• Analyze which skills are contributing to project success
• Forecast future skill demand (and expect to be surprised)
• Invest in the skills that help people to learn new skills
• Invest in the skills that help people to apply new skills
• Provide time for critical self reflection
Please take our follow up survey
Contact firstname.lastname@example.org +1 604 763 7397
email@example.com +1 604 218 8711
Solutions for Executives in Professional Services
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1,001 – 10,000 5
10,001 – 50,000 12
> 50,000 5
Business Services 31
Media & Entertainment 12
The survey was carried out using SurveyMonkey between January and April 2016
The survey was supplemented by 20 structured interviews carried out in April and May of 2016.
Independent Consultant 11
Human Resources 3