Companies today are increasingly recognising the need to adopt a skills-first culture to stay competitive and adaptable. Why? Because this approach prioritises the acquisition and development of specific skills over traditional qualifications and rigid job roles. By focusing on practical skills, organisations not only broaden their talent pool but also enhance their flexibility, allowing employees to engage in diverse tasks and projects. The questions that arise then are: What strategies are companies employing to foster this culture? How are they ensuring its successful implementation?
Continuous learning
At Iris Software, the journey towards a skills-first culture begins with the unwavering commitment of senior leaders. Sharad Verma, CHRO, Iris Software, emphasises that creating this culture requires multi-pronged action. It begins with “developing a learning culture where continuous learning—anytime, anywhere—is a strong pillar,” explains Verma. The company has established a 360-degree learning environment, where employees are encouraged to assess their capabilities and potential realistically.
To facilitate this, Iris Software provides tools and resources that help employees prioritise their development. One of the key strategies is the creation of a skill inventory and taxonomy that enables employees to choose their learning and growth paths. This structured approach ensures that every employee has access to personalised development plans, supported by company policies that invest in learning.
“It begins with developing a learning culture where continuous learning—anytime, anywhere—is a strong pillar,”
Sharad Verma, VP & CHRO, Iris Software
“Our organisational priority is to provide, on average, more than 40 hours of learning per employee per annum,” reveals Verma. Cross-skilling and upskilling have taken the forefront, especially in the post-pandemic era, where the need for versatile skill sets has become more pronounced. By emphasising continuous learning and providing the necessary resources, Iris Software is cultivating a culture where skills are valued over traditional qualifications.
Practical skills over traditional qualifications
Navin Fluorine has taken a structured approach to building a skills-first culture by conducting thorough skills assessments across three levels: workmen, supervisors and line managers. According to Pankaj Lochan, CHRO, Navin Fluorine, “the company ensures that the skills identified align with organisational goals and are reflected in job descriptions and performance metrics.”
The company’s commitment to continuous learning is evident through tailored training programmes, which include workshops, online courses and hands-on training. These programmes are designed to equip employees with the skills needed to excel in their roles. Additionally, Navin Fluorine places a strong emphasis on skill-based hiring, focusing on candidates’ practical abilities rather than just formal qualifications. “We assess candidates’ experience across different roles and functions, ensuring they bring the relevant skills to the table,” says Lochan.
“We ensures that the skills identified align with organisational goals and are reflected in job descriptions and performance metrics.”
Pankaj Lochan, CHRO, Navin Fluorine
Internal mobility is another key strategy at Navin Fluorine, where employees are encouraged to explore diverse roles or projects based on their skills. This approach not only enhances their experience and engagement but also ensures that the organisation can adapt to changing business needs. To motivate skill development further, the company offers certification programmes that recognise and reward skill achievements.
Collaboration and knowledge management are central to Navin Fluorine’s strategy. The company creates engagement platforms where employees can share their expertise through internal workshops, mentoring and collaborative projects. This cross-functional teamwork helps employees apply and expand their skills, fostering a culture of continuous learning and growth. Data-driven insights, including skill analytics, are used to monitor development progress and identify gaps, ensuring that training programmes are constantly refined to meet the organisation’s evolving needs.
Skills as the new currency
At Vedanta Resources, the importance of a skills-first culture is deeply ingrained in the organisation’s operations. According to Praveen Purohit, deputy CHRO, Vedanta Resources, for an organisation such as theirs, having the right skills in place is crucial for business success. “We are a mining organisation, and jobs such as mining, smelting, refining and oil and gas are highly skilled and technical. If the right skills are not there, it can drastically impact the organisation and even the balance sheet,” says Purohit.
“Even when we go for hiring, whether it’s campus or lateral, we are very particular about hiring for skills.”
Praveen Purohit, deputy CHRO, Vedanta Resources
Vedanta Resources has implemented a continuous training programme that ensures employees are equipped with the necessary skills to perform their roles safely and effectively. The company’s leadership is actively involved in building awareness about the importance of skills, from hiring to training and development. “Even when we go for hiring, whether it’s campus or lateral, we are very particular about hiring for skills,” asserts Purohit. The company seeks out specialised skills in areas such as data science, artificial intelligence, supply chain management and finance, ensuring that new hires are equipped to hit the ground running.
Purohit emphasises that investing in people and setting the tone from the top is crucial for building a skills-first culture. “Skills are the new currency,” he asserts, highlighting the importance of having high-quality, competent people who can drive innovation. For Vedanta Resources, a focus on skills is not just about staying competitive; it’s about ensuring the safety, sustainability and long-term success of the organisation.
He further emphasises how a skills-first culture also drives innovation, a key factor in staying competitive. Companies such as Kodak, Blackberry, and Nokia failed to innovate, in part because they did not prioritise domain specialisation and skill-based talent. “Innovative companies will always have skill as a priority focus,” he asserts. By investing in skill-building, companies can ensure that they remain at the forefront of industry advancements and avoid the pitfalls of stagnation.
The shift towards a skills-first culture is more than just a trend; it is becoming a strategic imperative for companies across industries. Whether through continuous learning environments, structured skills assessments, or skill-based hiring practices, organisations are finding innovative ways to prioritise skills over traditional qualifications. This approach not only enhances organisational agility but also empowers employees to take charge of their development, leading to a more engaged and capable workforce.