Using skills frameworks to initiate a skills-powered organization 

Multiethnic business people working together in the office     

In today's evolving landscape, skills have transcended traditional resumes and job descriptions, becoming the cornerstone of how teams and businesses function. 

They have even started to replace jobs as the primary unit of work in many companies. Post-pandemic, organizations are rapidly adapting, harnessing AI and advanced technology to navigate skill-based operations. This shift is reshaping our approach to work and its supporting technology. However, many companies are grappling with the challenge of transforming this understanding into a practical infrastructure for enhancing productivity, fostering talent, and driving growth—a skills framework."

Building on our own expertise in the intersection of skills and workforce management, we interviewed 21 large multinational organizations who are on the skills journey. We talked about their experiences to understand how they are approaching these challenges.

As you will see, our research was guided by several key considerations, including the:

  • Structure of skills frameworks
  • Motivation for adopting such frameworks
  • Critical skills identified
  • Approach to skills governance
  • Technology and intellectual property (IP) used
  • Challenges faced
  • Lessons learned
Mercer’s approach to skills-powered talent models can help companies navigate the uncertainties around formulating the right approach to skills frameworks. 
About the author(s)
Marcus Downing

Workforce Transformation, UK & Europe

Lewis Garrard

Partner, Career Business Leader, Singapore

Paul Habgood

Workforce Transformation, UK & Europe

Brian Fisher

Global Solutions Lead for Skills & Careers

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