Human Capital Talent Skill Set

Wednesday December 15, 2010

Every organization requires a specific skill set for its talent base. That skill set can run the range from relatively low to extremely high tech, scientific demanding advanced education and training. As with much in modern times, skills wax and wane with the ebb and flow of business skills demands. There is little current demand for “gandy dancers” as heavy machines have replaced much of the work required on railroad tracks today. Even with technology-based industries, the skills which were in demand 5, 10 or 15 years ago may be obsolete. On the other hand, skills, which were valuable a century ago, continue to be in demand, e.g., interpersonal communications, critical thinking, and problem solving.

While many suggest that a specific understanding of a software application, machine, equipment or device is a skill, I would offer that this is learned knowledge and not a skill. Clearly, certain employees have an aptitude for specific kinds of work; a well-educated and motivated employee has the potential ability to learn to use numerous software applications, machines, equipment or devices.

According to the Merriam-Webster online dictionary, skill is defined as:

• the ability to use one's knowledge effectively and readily in
  execution or performance

• dexterity or coordination especially in the execution of
  learned physical tasks

• a learned power of doing something competently

• a developed aptitude or ability

While an employer may desire an employee who has “skill” with SAP, wireless networks or maintenance of Caterpillar D11T large track-type tractors, employers may be missing identifying the skill set needed by that employee to make effective use of SAP, wireless networks or repair a Caterpillar D11T large track-type tractor. It is not a simple task to isolate the skills needed to use any of today’s technology tools in order to execute or perform at the level needed in today’s competitive market place.

Consider the following skill set:

1. Interpersonal Communications: it is more than speaking, it is also comprehension, active listing, questioning, probing, clarifying, and getting to the real issue at hand. Regardless of whether the employee is a truck driver or an organic chemist, if they get the directions wrong nothing will overcome the wrong result.

2. Problem Solving: this means taking the available data, formulating a response appropriate to the situation and devising a solution, which has a high probability of success. I once learned of a graduate level “creating engineering” class at a prestigious university. The task was to extract ping-pong balls from the bottom of a section of vertical pipe. Students were allowed to use any tool or materials in the classroom. Every student in the class failed. None of the students realized that by filling the pipe with water, the ping-pong balls would float to the top.

3. Critical Thinking: this skills goes hand in hand with Problem Solving, employees cannot be an effective Problem Solver without the ability to execute Critical Thinking. Refer back to the ping-pong ball example. The solution was not “high-tech”, it did not require advanced knowledge of any specific subject, it however, did require the students apply their learned knowledge in a somewhat “creative” and unique manner. Maybe even in an unconventional manner.

If you consider just these three skills: Interpersonal Communications, Problem Solving, and Critical thinking everything else flows from them. Couple these with specific knowledge, the right team members, incentives, and you have a high likelihood of achieving the desired results. Whether the task requires project management, allocation of human, monetary or physical resources, resolution of customer service issues or product communications, these three skills play a role in reaching the objective.