The emphasis on competency data rather than jobs and positions has the effect of breaking down traditional silos in HR between workforce planning, workforce development, and internal mobility. This ultimately reshapes the way employees are recruited, developed and retained within the organization. Nearly 90% of executives believe that competencies are increasingly important to the way companies define work, deploy talent, manage careers, and value employees. However, only up to 30% are applying competency-based approaches at a significant scale. 74% of executives believe, according to recent studies, that effective management of external employees - freelancers, gig workers, professional service firms, etc. - is critical to their success. But only 58% believe, as of today, that their companies have an integrated approach to managing internal and external employees.

2. SWP - Strategische Personalplanung
Sample skills gap analysis - Beispiel für eine Qualifikationslückenanalyse
Source: Using skill gap assessments to help future-proof your organization
https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-
organization-blog/using-skill-gap-assessments-to-help-future-proof-your-organization
2
10.2022

3. SWP - Strategische Personalplanung
Accelerating the transition from jobs to skills -
Beschleunigung des Übergangs von Arbeitsplätzen zu Qualifikationen
Source: Moving your organizational strategy from jobs to skills
https://www2.deloitte.com/us/en/insights/topics/talent/skills-based-organizational-strategy.html
3
10.2022

4. Source: The skills-based organization: A new operating model for work and the workforce
https://www2.deloitte.com/us/en/insights/topics/talent/organizational-skill-based-hiring.html
4
10.2022
SWP - Strategische Personalplanung
A new model for work and the workforce -
Ein neues Arbeits- und Belegschaftsmodell

5. Source: Building A Company Skills Strategy: Harder (and More Important) Than It Looks
https://joshbersin.com/2022/02/building-a-company-skills-strategy-harder-and-more-important-than-it-looks/
5
10.2022
SWP - Strategische Personalplanung
Business driven skills taxonomy projects -
Taxonomieprojekte für geschäftsorientierte Fähigkeiten

6. Own figure based on Tech talent tectonics: Ten new realities for finding, keeping, and developing talent
https://www.mckinsey.com/capabilities/mckinsey-digital/our-insights/tech-talent-tectonics-ten-new-realities-
for-finding-keeping-and-developing-talent
6
10.2022
SWP - Strategische Personalplanung
HR Core Strategy Matrix and the 3Bs - HR-Kernstrategiematrix und die 3Bs
► "Build" - Investing in
learning and development to
expand the talent pipeline.
► "Buy" - Go to the external
market to find the best talent
that cannot be built within
the required timeframe.
► “Borrow” – Nurture talent
communities, build
ecosystems, including part-
time workers, freelancer,
contract and temporary
workers to complement
existing skills.
HR-Flex-Value-Strategy
Ranking: "build", "borrow", "buy";
Involvement of external experts!
HR-Investment-Strategy
Ranking: "build", "buy", "borrow";
Establish/expand core
competencies!
HR-Low-Cost-Strategy
Ranking: "borrow", "build", "buy";
Make costs variable!
HR-Balance-Strategy
Ranking: "build", "buy", "borrow";
Ensure necessary competencies!
Flexibility focus Stability focus
Personnel policy & corporate culture
Quality focus
Cost focus
Business
strategy

7. Source: Tech talent tectonics: Ten new realities for finding, keeping, and developing talent
https://www.mckinsey.com/capabilities/mckinsey-digital/our-insights/tech-talent-tectonics-ten-new-realities-
for-finding-keeping-and-developing-talent
7
10.2022
SWP - Strategische Personalplanung
Workforce-priority grid

8. Source: Managing the Total Workforce: Bringing Contingent Labor inside the Strategic
Workforce Planning Tent (The Conference Board) https://www.conference-
board.org/publications/publicationdetail.cfm?publicationid=2473
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10.2022
SWP - Strategische Personalplanung
Workforce segments (example) – Belegschaftssegmente (Beispiel)

9. Ansprechpartner
STRIM-Website: www.strimgroup.com 9
10.2022
► Managing Partner
der STRIM-Gesellschaften
https://www.strimgroup.com
► Dozent an der HTWG Konstanz / LCBS
im MBA-Studiengang
Human Capital Management
http://www.lcbs.htwg-konstanz.de
► Wissenschaftler an Hochschulen in den
USA und in der Schweiz
► Experte zu Strategie und Analytics mit
Fokus auf Human Resources
► Autor mehrerer Bücher und Blogger
DE: https://www.strimgroup.com/blog
EN: https://www.strimgroup.com/en/blog