In every organisation, the key to success lies in its people. It’s an idea that has been echoed by many experts. We have long understood the importance of having the right people in the right places, but the concept of aligning skills with strategy takes this a step further. It’s about more than just having the right people; it’s about ensuring those people are equipped with the right skills and that those skills are being used in a way that directly supports the organisation’s strategic goals.

The first step in aligning skills with strategy is to understand what skills are currently available within the organisation. This requires a thorough assessment of the existing talent pool, an inventory of sorts. This is not a one-time activity. It should be an ongoing process as employees develop and acquire new skills and as the organisation’s strategy evolves.

Once an inventory of skills has been established, the next step is to compare these skills with the ones required to deliver on the organisation’s strategy. This is where the concept of skills gap analysis comes in. This analysis provides a clear picture of the skills the organisation has in abundance and those it lacks. It’s important to remember that this is not a one-off exercise. As the strategy evolves, so too will the required skills.

The third step involves addressing the gaps identified in the skills gap analysis. This could involve training and development initiatives for existing staff or hiring new employees with the required skills. It’s important to consider both short-term and long-term solutions. For example, hiring new staff may address immediate needs, but training and development initiatives will ensure the organisation has the required skills for the future.

The fourth step involves continuously monitoring and adjusting the alignment of skills with strategy. This means regularly reviewing the skills inventory and skills gap analysis and adjusting training and development initiatives as necessary. It also means being responsive to changes in the organisation’s strategy and the external environment.

The main point is that aligning skills with strategy is not a one-off activity. It’s a continuous process that requires ongoing attention and adjustment. It’s about ensuring the organisation’s people are not only equipped with the right skills, but that those skills are being used in a way that directly supports the organisation’s strategic goals.

In conclusion, the alignment of skills with strategy is a powerful tool for maximising talent within an organisation. It ensures the right people are in the right places, equipped with the right skills, and that those skills are being used in a way that directly supports the organisation’s strategic goals. It’s a process that requires ongoing attention and adjustment, but the rewards are well worth the effort.

Reference list:
Becker, B., Huselid, M., & Ulrich, D. (2001). The HR scorecard: linking people, strategy, and performance. Harvard Business Press.
Cappelli, P. (2015). Skill gaps, skill shortages, and skill mismatches: Evidence and arguments for the United States. ILR Review, 68(2), 251-290.
Pfeffer, J. (1994). Competitive advantage through people. California management review, 36(2), 9.