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 1. Home
 2. Blogs
 3. Why You Need Skills Intelligence To Solve Talent Challenges


WHY YOU NEED SKILLS INTELLIGENCE TO SOLVE TALENT CHALLENGES

Published Date June 20, 2023 Author Beamery Team



Betsy Summers, principal analyst at Forrester Research, hosted a panel at
Beamery’s Spark Live event, titled “Reinventing the Job, Why Skills Are the New
Foundation for Talent Teams.” It featured Eric Miller, Vice President of Talent
Discovery and Insights at Paramount, and Jenn Galbraith, Vice President of
Digital HR transformation and Internal Careers & Talent Marketplace at
Salesforce. 

The discussion focused on how a skills-based approach to hiring and internal
mobility can help you attract and hire the best talent, and unlock the full
potential of your workforce. 

To kick off, Betsy set the scene: the labor market’s tumultuous journey over the
past three years, including massive layoffs and record-high unemployment rates
during the pandemic. She highlighted the subsequent struggle to rehire and the
rise of the “great resignation” phenomenon. “Organizations were caught fighting
this battle on two fronts. You fiercely have to retain your employees, while
also trying to navigate these talent shortages and make sure that you are
getting great people with the right skills in the door.”  

Betsy emphasized the importance of data in understanding cyclical and structural
market changes, and mentioned the difficulty employers experienced in filling
roles and filtering out highly skilled candidates. She proposed that the
convergence of skills, intelligence, and technology could offer a solution to
these challenges.


WHO TICKS ALL THE BOXES? 

By way of introduction, Jenn noted that she has been leading the digital HR
transformation at Salesforce for the past four years, with a focus on improving
the tools used by HR, making them more efficient, and improving the employee
experience. Recently, she was asked to take on the internal careers and talent
marketplace team, despite not having a recruiting background, because her skills
in digital transformation were highly seen as valuable for rethinking how
employees find new opportunities within the company.

> “A lot of times the most successful Chief People Officers and HR leaders are
> leaders who actually were Chief Operating Officers or who had business acumen…
> because that actually makes HR a lot more valuable to the business.” – Jenn
> Galbraith, Salesforce

Eric said that his team aims to discover hidden talent, bridge the gap between
internal hiring managers and external candidates, and use data to ensure they
attract and engage the best talent available.

> “We’re not leaving any stone unturned in terms of tapping into talent that’s
> out there. We want to make sure that we’re really canvassing everything that’s
> out there and making sure we’re starting to engage with the best talent.” –
> Eric Miller, Paramount

Eric commented that there are challenges around attracting and understanding
candidates, beyond their resume or LinkedIn profiles, in the current confusing
and uncertain world. As Betsy also noted, there are people who feel like they
have to check all the boxes or want to check all the boxes from the job
description or the job criteria – and this could mean missing out on incredible
hires, especially if you want to build diverse and inclusive companies.  

Eric and Betsy agreed that technology was, paradoxically, helping us to
understand people better, and build greater connections between humans. 


SKILLS-BASED TRANSFORMATION: THE JOURNEY SO FAR

Eric said that his talent discovery and insights team, which supplements in
talent for job roles that are basically not getting enough applicants, has
always done well. But previously it was all siloed off: it was rec by rec by
rec. It was a very decentralized model and it was a lean team, making the
activity of adding in that talent exponentially more difficult. 

With the consolidated team they have now, they can see those talent pools
together in one place. They have a persona-based model where they see all of the
skills residing in one spot. And now if a person looks like they may not be a
good fit over in the central team as a project manager, they could very well be
a great project manager over in Streaming.

> “It gives us a larger degree of visibility, transparency, and… prospect
> opportunity, of bringing new people to the table that potentially would have
> been overlooked before.” – Eric Miller, Paramount  

Eric argued that “persona-based hiring” is a simple concept, where you aggregate
different skills and competencies into a single profile, such as “project
manager”. It allows for a more holistic approach to recruiting, he said, by
clustering individuals based on their skills and desired roles rather than
focusing on specific job requirements. By using personas, organizations can
explore non-traditional candidates and test different criteria for a better fit.
It creates a “fluid environment” where candidates can be considered for multiple
roles, and it helps you adapt to the changing landscape of technology and skill
requirements.


SKILLS & TALENT MOBILITY 

Jenn noted that at Salesforce they are still fine tuning their internal mobility
strategy and they are in an “iterative state”, testing some hypotheses and
“pressure testing” themselves. “I always find one of my cardinal rules of
transformation is you’re never done,” she said. “You’ve never arrived. It’s just
the ongoing journey.” 

She explained that Salesforce is placing a “big bet” on data and AI to better
understand their internal talent pool – “Who do we have in the building?” – and
the skills they have, and shift towards internal hiring. Previously, their focus
was on rapid hiring and the “bias” was to always go externally, but after growth
slowed they realized the need to uncover and make use of the skills of their
existing employees – including a large and growing remote workforce. 

> “We were actually losing some of our top people because they weren’t seeing
> the opportunity to grow.” – Jenn Galbraith, Salesforce 

By using AI and data from their CRM, they are now working to change the mindset
around job requirements and test the tolerance for candidates who may not meet
every criterion but possess, for example, valuable internal knowledge. “They
might not have had all of the requirements, but we gave them a shot and they
were uber successful, and their career’s growing, the employee’s happy, the
business is happy, recruiting is happy.” 

This shift has already resulted in leaders opening requisitions internal-only,
and in the first quarter they saw more internal hires than external ones (by a
long way) for the first time in Salesforce’s history.

> “We’re actually saying that to our hiring leaders: the talent’s in the
> building, we just need to find it and bring it to the surface and actually
> match it to the right opportunity.” – Jenn Galbraith, Salesforce

Speaking about the shift from long-tenured career paths at one company to
squiggly line careers, Jenn said how she grew up in sales and marketing
technology, and now she’s doing HR transformation, because there are so many
adjacent skills there. She said that, generationally, many folks are looking for
experiences now, not just the title or the level jump. Having the skills data to
power internal mobility also helps facilitate those new experiences. 


THE POWER OF SKILLS INTELLIGENCE

Betsy commented that it’s ironic when you think how people power your business,
and the economy has really moved towards skills and services and relying on the
power of human capital “versus the widgets”… But it’s the thing we know the
least about. 

> “We don’t know a lot about our people, or at least in a structured data way
> where we can scale it, we can track it, we can use that data. It’s usually
> locked in our brains and informally through our networks and relationships.” –
> Betsy Summers, Forrester Research 

Betsy said that skills technology, and talent intelligence, means you can also
understand the aspirations and interests of your workforce. And you can align
that with what the business needs – as that is clearly vital. Jenn added that as
well as business outcomes, you need to factor in what employees expect based on
their experience as consumers: the expectation that technology understands them
deeply, and they don’t need to start at square one with every new conversation
about their career.  

> “Employees get frustrated when they’re like, I told you all about me when I
> applied. How come you forgot about all that? How can you only focus on what I
> did in my job here? Why are you asking me again?” – Jenn Galbraith, Salesforce


OVERCOMING THE COMMON BARRIERS

The panel discussed some of the barriers organizations face when it comes to
skills-based approaches. Internal mobility initiatives can fail due to talent
hoarding, Betsy pointed out, as managers don’t want to let go of great people.
As discussed, there is often a mindset that the “perfect fit” needs to be found
for each role – or there’s simply some organizational inertia that leads teams
to external hiring as the first port of call. 

Eric said that any big change is scary for people, and they will be asking why
it’s necessary. His suggestion was to reinforce and personalize the “why” for
managers and show them the additive value of enhancing the talent pool with
internals and referrals and “non-traditionals”. 

> “That’s the beauty of the persona… You can hyper personalize it because you
> have the ability now; your aperture is that much wider now that you have to
> look at people. So now you have a wider pool and you could serve up talent to
> those leaders or those hiring managers.” – Eric Miller, Paramount

As they get started with Talent Marketplace initiatives, Jenn said Salesforce is
using pilots and small tests to show the value of internal mobility, and remind
people of the “greater good”. As they run the pilots they are gathering use
cases and examples – people that benefited who can say “I’m a success story”. 

> “Wouldn’t you rather that really high performing individual stay at Salesforce
> than go outside? But you might get somebody really great back. You’re going to
> put this person out into the system, but you’re also going to get really great
> talent back.” – Jenn Galbraith, Salesforce


YOU CAN WATCH THIS FASCINATING SPARK LIVE PANEL DISCUSSION ON DEMAND AT ANY
TIME, OR LEARN MORE ABOUT HOW TO BUILD A SKILLS-FIRST ORGANIZATION.

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