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April 01, 2020 | Brief
The Cisco talent management team recognized that for Cisco to remain competitive for talent in its industry, as well as in the market, they needed to anticipate the skills required for the future. And in the face of skill and talent shortages, they needed to retain their existing talent. These realizations led to two ambitious, intertwined initiatives that together are redefining how Cisco helps its employees manage their careers. They know that “prescribed, leader-directed career paths” are not what we see in today’s workplace. Instead, they are paving the way for employees and managers to share ownership for dynamic, fluid career paths that evolve, step by step, over time.
The first initiative involved a comprehensive analysis of core roles and key skills, regardless of job title. With the help of Burning Glass, other external resources, and both their own and their competitors’ employee populations, they identified a skill taxonomy that can be refreshed over time, consisting of 16 groupings of 54 skills, based on roles (not job descriptions). Then, they identified skill gaps by identifying their most critical anticipated skills and comparing the skills within their employee population to those of their competitors.
Cisco is now experimenting with applying adjacency modeling to identify potential job moves, or career steps, from one role to another. For example, Role X, which may have a shrinking demand, may require skills A,B, and C, while Role Z, which may have a growing demand, may require skills A, B,
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June 21, 2024 | Report
