Are we oversimplifying work?

Challenging the skills-based management paradigm

Since listening to Gareth Flynn’s insightful conversation with Dart Lindsley on the Work For Humans podcast, I’ve been reflecting on ‘skills’ and the idea that employees are not simply an inventory of skills.

Yes, there needs to be strategic alignment between systems, tasks and skills. But it’s also a leader’s role to develop, nurture and grow (like the living things that they are) talent from within their people. 

To appreciate and seek out skills as well as attributes like self-awareness and relational intelligence. Because skills don’t drive the values and culture of an organisation, but attributes sure can.

[ Side note: yes – self-awareness and relational intelligence when viewed as skills, can be taught, practiced and improved over time. However, in this context I’m talking about attributes being inherent qualities, often shaped by personality, upbringing, experiences, and values.

For example, self-awareness from a skills perspective can look like mindfulness and reflective practice. From an attribute perspective can look like natural introspection and innate curiosity. Can you notice the difference? ]

The Work for Humans podcast consistently explores innovative approaches to redefining the work experience, focusing on aligning organisational objectives with employee fulfillment.

Because goals/projects/tasks need people with certain skills AND people who want to do the work, people who are motivated by the cause, people who feel valued and respected. Employees, now more than ever (cough AI cough) are more than their skills.  

So, I’m keen to know, what is the cost of viewing people like line items on a spreadsheet with nothing but a set of skills attached? And what is the potential when we see people as their whole selves?