Rebuilding reward and career frameworks based on skills 

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Measure for impact: 2023 Skills Snapshot Survey helps you benchmark your skills-based 转换 progress

Reskilling employees is the #1 workforce initiative for executives, and HR ranks and re-designing talent processes around skills as their second highest priorities, 根据我们最新的研究. Leading organisations are already looking at ways to weave skills into their established performance-based approaches. 你符合标准吗??

美世’s annual Skills Snapshot Survey collects benchmarking data from multinationals worldwide to uncover key trends, challenges and opportunities around skills-based talent practices, 每年衡量市场进展. The research report will provide you with actionable insights and data to benchmark your approaches against peers and optimise your efforts. 

Five key questions we address in the research

The survey will help you identify your strengths and weaknesses across the five key areas for successful skills-focused talent strategies:

  • 我们需要什么技能

    and how will we incorporate a skills taxonomy into our job architecture?

  • 什么技能熟练程度

    我们对每个角色期望的级别?

  • 我们如何评估技能

    这将推动我们的业务向前发展?

  • 我们将如何奖励

     拥有顶尖技能的人?

  • 我们将如何运作

     我们以技能为基础的战略?

突出了 of last year’s 按技能付费 survey findings                                                                                     

在美世的2022年技能薪酬调查中, more than 650 organisations from around the world shared their experiences attracting, retaining and rewarding people with the skills they require to advance their business strategies
Traditional pay-for-performance approaches are not going away anytime soon, but many of the more skills-mature companies are looking for ways to weave skills into their established performance-based approaches.

What’s driving skills-based talent strategies?

With more companies than ever before prioritising skills over education, all organisations need to think about developing their skills-based talent management capabilities.

争夺顶尖人才的竞争非常激烈. About 45% of companies report a pressing need for skills that are generally in high demand, which makes the search for talent (and talent retention) especially challenging.

整体, the need for certain skills has moved to the forefront of the hiring process — in some cases ahead of education and experience. As a result, skills-based pay practices are often deployed to attract new talent. 然而, even though organisations are assessing skills when hiring (with a view to achieving their strategic goals), many companies still have no formal skills-based rewards in place to recognise and drive in-house skills development.

This poses the question: are companies over-focusing on skills during the hiring process, while under-focusing on building and retaining the skills they need to advance their business priorities?
Get the 2022 按技能付费 survey report
Access insights and benchmarks to accelerate your skills-based talent strategy. Learn why pay for skills is important strategically but difficult to operationalise across an organisation.
下载报告

Key strategic purposes for using skills-based pay

  • Strategic necessity to revamp an organisation’s key technical skill sets
  • Implicit need linked to strategic goals
  • 进入新市场
  • Development of new services/products that require a new/enlarged technical skill set 
  • Aggressive strategic policy of hiring high-end professionals (e.g.，人工智能和数字)
  • Explicit goal present in the strategic plan
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下载2022年报告

美世的最新 按技能付费 survey report offers insight into how your peers are progressing on the journey to develop skills-based talent practices. It highlights the most common approaches to building skills taxonomies, tracking skills (both within an organisation and in the market), 编制熟练程度量表, and operationalising pay-for-skills strategies.