For 2022, the challenge of building critical skills <\/b>and competencies is reaffirmed as a priority, according to the latest Gartner\u00ae report<\/a>.<\/p>\n Not only does it show that this priority tops the list for the fourth consecutive year, but it also reveals a joint imperative: “Structure talent strategies around skills, not just roles”.<\/p>\n Answering this question involves looking back at the different HR contexts and responses in recent years.<\/p>\n The first temporal reference places us in the 1st Industrial Revolution<\/b>, where linear thinking and the statement: “Divide the work, produce as much as you can and do it at the lowest possible cost” programmed the way of thinking and acting of the time.<\/p>\n It makes sense that the first skills profiles referenced the tasks of a single division<\/b> that a candidate\/employee could perform successfully. Thus the first skills profile emerged.<\/p>\n They have a depth of expertise in a single subject<\/b> that allows candidates\/employees to make a real difference in their roles.<\/p>\n For example, the I-skill profile of a Payroll Technician would be defined by analysis, problem-solving, knowledge of Microsoft<\/a> Office and payroll tools such as META 4… among others.<\/p>\n This type of profile probably still has a place in many organizations. However, at the end of the 1990s, HR evolved this approach.<\/p>\n Fundamentally because the set of circumstances, then beginning to encompass our world, rejects a cause-effect relationship: stock prices change continuously and constantly, business becomes less predictable, organizations more complex, customer needs more ambiguous, and traditional teamwork models satisfy no one.<\/p>\n Under the broad umbrella of Agile<\/a>, new techniques, practices, tools and methods are also emerging<\/b>, driving the emergence of new roles that demand the need to incorporate new skills in the shortest possible time.<\/p>\n As I anticipated, in a search for flexible formulas that adapt to and anticipate the changing needs of the business, there is a commitment to attract, select and develop professionals with T-shaped skills, a metaphor formulated by David Guest in 1991.<\/p>\n They have a combination of experience and skills in a single subject<\/b>. In addition, the breadth of other complementary skills provides them with the ability to collaborate across disciplines<\/b> with experts in different areas and apply knowledge in areas of specialization other than one’s own.<\/p>\n For example, the T-shaped skills profile of an HR Leader would be defined on the one hand by the deep specialties represented in the vertical part (HR Strategy, Agile HR<\/a>…etc.) and by the numerous general skills, represented by the horizontal part of the T (Service Design, Organizational Design, Growth Mindset, Data-driven Mindset…etc.).<\/p>\n In an era where one has to offer multiple skill sets simultaneously, is it enough?<\/p>\n![\"\"](\"https:\/\/netmind.net\/wp-content\/uploads\/2022\/01\/TS-X-is-the-new-V-Netmind-1-1024x811.jpg\")
How are we building skills profiles?<\/h2>\n
I-shaped skills profiles<\/h3>\n
![\"\"](\"https:\/\/netmind.net\/wp-content\/uploads\/2022\/01\/Perfiles-I-3-300x300.jpg\")
T-shaped skills profiles<\/h3>\n
![\"\"](\"https:\/\/netmind.net\/wp-content\/uploads\/2022\/01\/Perfiles-T-2-1024x1024.jpg\")
A new approach that is constantly changing<\/h2>\n
![\"\"](\"https:\/\/netmind.net\/wp-content\/uploads\/2022\/01\/Perfiles-X-2-1024x1024.jpg\")