Webinar: Skills-Based Talent Management
Recorded On: 02/03/2022
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Are you ready to benefit from skills-based talent management? By simply defining jobs with skills, your organization can connect talent with work in a more modern, agile way — and better meet the changing business landscape, as well as use workforce skills data to reduce decision-making bias and support a broader diversity, equity and inclusion strategy.
For most organizations, the base unit of managing a workforce has traditionally been a job. During the 20th century, job descriptions and titles defined how we thought about work, set salaries and made critical decisions around talent and workforce transformation. In recent decades, however, companies have reimagined that unit of work. Work has experienced seismic disruptions as we have become more interdependent, knowledge-focused, specialized and flexible about where, when and how we work. As a result, the base unit of work has fundamentally evolved: from jobs to skills.
Skills are now the primary way to define work: how we deploy talent, manage careers and even reward employees. Organizations that cannot connect skills to work are at risk of being outpaced by those that can more rapidly deploy mission-critical talent. HR is the central hub for skills consulting in the organization, developing skills programs that are timely, relevant and agile enough to support the organization’s strategy through skills assessment, talent development and employee reskilling.
Key Takeaways:
- - Develop the use case(s) to start with - understanding how to use a skills framework in your organization and build your case with executives for why you should invest in and embed skills.
- - Identify a skills data set that will meet your needs - discover how to identify the skills that are needed today and into the future, and how to empower your organization to manage talent for business capabilities in ways not traditionally seen
- - Learn how to apply a skills framework to your use case, and connect skills to existing programs, IT systems and processed
Brian Fisher
Senior Principal, Global Solution Lead
Mercer
Brian leads Mercer’s global skills and career framework solutions including the roll out of Mercer’s Skills-Edge . The recently developed Mercer Skills-Edge is a comprehensive suite of services across consulting, data, and technology designed to enable clients advance skills-based talent and rewards practices. Brian has 20 years experience across career, rewards, and talent design as an external consultant and an internal HR leader with specialised knowledge in skills-based talent practices, job evaluation, HCM implementation, and career experience software.
In his current role, Brian collaborates extensively with clients and consultants around the world in order to identify emerging market practices and strengthen global consultant capability. In consultation with internal and external subject matter experts, Brian shapes Mercer’s global approach and points of view in the areas of careers, jobs, and skills.
Experience
As a consultant, Brian has designed, developed, and implemented talent and reward projects for multiple Fortune 100 companies, several of which included the integration of data and software designed to deliver a consumer grade employee experience.
As a corporate HR leader within a Fortune 100 company, Brian has led a full scale overhaul of a job architecture and career framework coinciding with the implementation of Workday, requiring orchestration across talent, rewards, technology, and change management teams.
Education
Brian graduated with a B.S. in Mathematics from the University of Evansville.
William Essigs
Senior Associate, HR & Workforce Transformation
Mercer
William is a Senior Associate in Mercer’s Career business, based in Philadelphia. He specializes in HR and workforce transformation for publicly traded, privately held, and tax-exempt organizations.
William has provided consultation for clients within various sectors, including life sciences, health services, financial services, higher education, and consumer products. Examples of recent engagements include:
•In partnership with the Chief People Office (CPO) of a large retailer, stood up a Global People Transformation Office and governance infrastructure to support effective HR functional strategy and special project delivery •Led a team of 15+ consultants and client partners tasked with delivering high priority HR Transformation and People Strategy objectives. As program manager, oversaw all HR and Workforce transformation workstreams including people strategy activation, HR target operating model, HR Shared Services, and HR technology strategy •Designing a modern job architecture and competency framework for a large government agency
•Utilizing Agile and Design Thinking methodologies to facilitate the design of the HR function’s target interaction and target operating models for a multinational professional services firm
•Serving in a program leadership role to deliver a streamlined Workday data structure that aligns skills and accountabilities, enhances transparency and supports quicker decision making, and optimizes investments in technology by enabling analytics for a global biopharmaceutical leader
•Developing a refined job architecture and market-competitive compensation program for a global pharmaceutical organization, using IPE methodology and life sciences market surveys, to serve as a scalable and efficient framework within a recently-deployed Workday system, better align with business objectives, ease administrative burden, and achieve the desired market position for compensation
•Establishing an HCM technology strategy and implementation roadmap designed to advance organizational objectives for a leading public university
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