Organisations that prioritize data driven decision making are twice a likely to have significantly exceeded business goals.Download Degreed’s latest handbook and learn:
In this period of disruption HR, talent and learning professionals are facing increased pressure to be ‘business enablers’. Managers are required to identify high performers, identify growth opportunities, and assign projects to teams with complementary skills. Business leaders need visibility over their people’s skills and how they relate to organisational goals to ensure the success of these initiatives.
All this calls for a more data driven and strategic approach to people development – and fortunately, organisations are increasingly viewing corporate learning, talent, and HR technologies as an investment in growth and not an expense to the business- it is time to lean in to that shift. If you are expected to provide career growth; reallocate people as priorities shift; generate definitive ROI on investment in people; close skills gaps; and decrease spending on external recruitment- then you need to ensure you have the right mechanisms in place to assess where your people’s skills lie.
What is skills data & where does skills data come from?
The differences between good and bad skills data
Where should skill data be stored & how can skill data be used?