Skills-Based Hiring & Planning for 2025 and Beyond: Adapting to the AI Revolution

Vijay Swaminathan

min read

02 September 2024

Skills-based hiring has become a central focus in many of my recent discussions. This shift accompanies an inward focus on building more advanced skills in recruitment and workforce planning, where I am starting to see significant investments. In the wake of generative AI, the landscape of skills is transforming, reminiscent of the changes that followed the implementation of the assembly line.

Before the assembly line, workers were required to build entire products or at least major components. However, the advent of the assembly line led to de-skilling, as workers began to specialize in specific aspects of the production process. Similarly, generative AI will lead to the emergence of more specialists across various job roles as many common skills become automated or machine-assisted. However, as we embark on this journey, we must proceed cautiously.

The valuable concept known as the Chesterton Fence advises us to think carefully before removing established practices or structures. This principle, also called second-order thinking, encourages us to consider the broader implications of our actions, ensuring that we don’t inadvertently eliminate essential elements that may still hold value or serve a critical function in the evolving landscape. This cautious approach is a testament to our commitment to thorough evaluation and thoughtful decision-making.

To navigate this evolving landscape, Draup strongly recommends adopting a comprehensive framework. This framework, which includes a library of core skills, specialized skills, digital products and tools, methodologies, frameworks, and soft skills, is designed to provide a solid foundation for the workforce in a world where human and machine collaboration is increasingly prevalent. It’s a roadmap that ensures we adapt and lead to change.

A new framework for the role of HRBP (as an example)