德勤（Deloitte）：构建未来技术型企业（英文版）（101页）.pdf

1、DEVELOP A WORKFORCE OF ONEWORK|SKILLS BASED ORGANIZATION 2022 Deloitte Touch Tomatsu 01Building tomorrows skills-based organization Jobs arent working anymoreBy Sue Cantrell,Michael Griffiths,Robin Jones,and Julie HiipakkaCONTENTSWORK|SKILLS-BASED ORGANIZATION 2022.For information,contact Deloitte T

2、ouche Tohmatsu Limited.02Contents01 Foreword 0302 Key takeaways 0503 Skills-based organizations outperform their peers 0804 Why skills,not jobs?1305 A new model for a new business landscape 2506 Liberate work and workers from the confines of the job 2707 Develop a workforce of one 3808 Use skills to

3、 make decisions about work and the workforce 43 09 Build a“skills hub”6310 Obstacles to skills-based organizations 76 11 The future of skills-based organizations 7812 Getting started 8813 References 9214 Authors and acknowledgements 9615 Contacts 97DEVELOP A WORKFORCE OF ONE01 ForewordFOREWORD 04For

4、ewordOrganizations traditionally have been structured around jobsfrom managerial hierarchies to HR practicesfor so long its daunting to consider new models.With workplace agility and flexibility growing in importance,and with innovation and creativity increasing in value,leaders are seeking fresh wa

5、ys of workingand restless employees are becoming more open than ever to major changes.The key is uncoupling work from formal job descriptions,and uncoupling workers from being viewed as job holders.This allows organizations to tap the full range of workers capabilities to achieve desired outcomes an

6、d solve problems,1 and base people decisions on skills more than To explore how leaders are thinking about a shift from traditional jobs to skills-based work,we conducted both quantitative and qualitative research with workers,executives,and HR leaders across industries and around the world.We learn