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There’s a growing shift from traditional job-based structures to skills-based approaches for organizations in 2025. In a recent HR Game Changers panel discussion, industry experts Linda Ho, Chief People Officer at Seismic, and Chris Havrilla, VP of HCM Product Strategy at Oracle, shared valuable insights on how companies can successfully transition to skill-based organizations and why this transformation is crucial for the future of work.
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Watch the full conversation from episode 7 below, or keep reading for a quick recap of the highlights.
Skill-Based Organizations: Quick Recap
Here’s an introduction to our incredible panel for this episode:
Linda Ho, Chief People Officer, Seismic
Chris Havrilla, VP of HCM Product Strategy, Oracle
The Evolution from Jobs to Skills
The transition to skills-based organizations has become increasingly important with the advent of AI technologies and the accelerating pace of change. Linda Ho emphasized that while some roles may become obsolete, focusing on skills enables organizations to be more agile and adaptable.
“Titles can be taken away from you, but no one can take away skills and capabilities that you develop.”
—Linda Ho, Chief People Officer @ Seismic
Chris Havrilla stressed the importance of starting small and building momentum: “Capturing skills data, not trying to over-architect and over-engineer becoming a skills-based organization, is key.” This practical approach allows organizations to begin the transformation without becoming overwhelmed by the scope of change.
Technology’s Role in Skills-Based Transformation
The panelists discussed how technology serves as an accelerator for skills-based transformation. Linda Ho shared how Seismic’s platform combines learning content with real-time feedback and coaching, creating a comprehensive skills development ecosystem. The integration of AI and analytics helps organizations identify skill gaps, track progress, and provide targeted development opportunities.
Chris Havrilla highlighted how AI is evolving to become more like a coworker, helping organizations think differently about skills and capabilities.
“There’s an opportunity for technology to help us see patterns and trends we might not see. Not to do the thinking for us, but to give us things to think about and drive the actions we need to take or the decisions we need to make.”
—Chris Havrilla, VP of HCM Product Strategy @ Oracle
The discussion emphasized three key components for successful skills assessment frameworks:
Immediate needs for current job performance
Intermediate development for role mastery
Future-focused capabilities for career growth
Linda Ho stressed the importance of integrating skills development into organizational culture through rewards and recognition.
“What you reward and recognize shapes your culture. Instead of focusing on title changes, highlight the skills gained and impact made.”
—Linda Ho, Chief People Officer @ Seismic
Skills-Based Recruiting and DEI
The panel explored how skills-based approaches can revolutionize recruiting and support diversity, equity, and inclusion initiatives. Both speakers advocated for reimagining job descriptions to focus on outcomes and skill development opportunities rather than traditional requirements. This shift can help organizations tap into broader talent pools and create more inclusive hiring practices.
“When you exchange skills and capabilities for outcomes and experiences, it helps provide for cognitive diversity. When people know how they’re contributing and how to collaborate together towards an outcome, you can become more purpose-driven.”
—Chris Havrilla, VP of HCM Product Strategy @ Oracle
Key Takeaways
Start small with skills data collection and build incrementally rather than attempting a complete organizational transformation at once
Leverage technology to capture, analyze, and act on skills data while facilitating better career conversations
Focus on outcomes and purpose rather than just job titles and responsibilities
Integrate skills development into recognition and reward systems
Use skills-based approaches to enhance DEI initiatives and create more inclusive workplaces
Reimagine job descriptions to emphasize both required and developable skills
Create frameworks that address immediate, intermediate, and future skill needs
Looking to the Future
The panelists shared their vision for the future of skills-based organizations. Linda Ho emphasized the growing importance of employee voice in skills development, while Chris Havrilla highlighted the need to repair the employer-employee relationship through trust and transparent skill exchanges.
The transformation to skills-based organizations represents a fundamental shift in how we think about work, talent, and career development. While the journey may seem daunting, organizations can achieve success by starting small, leveraging technology effectively, and maintaining a consistent focus on outcomes and employee growth. As the workplace continues to evolve, skills-based approaches will become increasingly critical for organizations aiming to build agile, inclusive, and future-ready workforces.
How GoProfiles Drives Employee Connection
As discussed in the webinar, tools like GoProfiles are transforming the digital workplace. Using AI to drive employee engagement and meaningful connection, GoProfiles fosters stronger work relationships and more inclusive workplaces.
We’ll explore how skill-based organizations are reshaping talent management strategies for the future of work
Register now to stay ahead of the game in 2025 and beyond!
Frequently Asked Questions
1. What is a skill-based organization?
A skill-based organization prioritizes employees’ skills and capabilities over traditional job titles or hierarchical structures. Instead of rigid roles, work is assigned based on the competencies employees bring to the table, allowing for greater flexibility and adaptability.
2. How do skill-based organizations benefit companies and employees?
These organizations enhance agility by matching the right talent to the right tasks, leading to increased innovation and efficiency. Employees benefit by gaining diverse experiences, continuous learning opportunities, and clearer pathways for career growth based on their skills rather than tenure or title.
3. How can companies transition to a skill-based model?
Companies can start by assessing current employee skills, implementing skills-based hiring and internal mobility practices, and fostering a culture of continuous learning. Leveraging technology like AI-driven talent marketplaces can also help match skills with organizational needs.
4. What challenges do companies face when adopting a skill-based approach?
Common challenges include resistance to change, outdated HR systems that focus on job titles, and difficulty in accurately assessing and tracking skills. Overcoming these requires strong leadership support, investment in skills assessment tools, and a shift in company culture.
5. How does a skill-based organization impact career development?
Employees in skill-based organizations have more opportunities to work on cross-functional projects, develop new competencies, and take on diverse roles. This approach makes career paths more dynamic, personalized, and driven by continuous skill enhancement rather than linear promotions.
Explore key takeaways from HR GameChangers Ep 6, where industry experts discuss strategies for leading through change and building a resilient culture.
