연구
The business case for skills intelligence
Research from the Institute for the Future reveals that a staggering 85% of the jobs that will exist in 2030 haven’t even been invented yet. Now more than ever, employees need to be adaptable, able to pivot, and ready to take on any challenge.
Without deep insights into employee skill sets, where employees’ strengths lie, or how to tap into their hidden talents, however, none of that is possible.
Skills have become the universal language for growth and success for every organization. And skill intelligence allows businesses to better understand, develop, and provision talent to dynamically meet the needs of the organization. It even allows us to make business-critical decisions more quickly and with greater confidence. But how exactly do you get those insights?
Artificial intelligence (AI) for HR is game-changing
AI has the power to increase HR scalability, recognize patterns in people’s behavior, and offer personalized support where and when needed. Using AI, HR and business leaders can more effectively upskill and reskill employees to meet shifting business needs and objectives — whatever demands the future may bring.
With the right application of machine learning and artificial intelligence technologies, employers can go beyond tracking skills to enable action-oriented talent practices like never before.
In this Lighthouse Research & Advisory report — based on a study of more than 1,000 employers and thousands of workers — you’ll learn:
- the concept of skill intelligence
- how AI forms the core of these initiatives
- the use cases and applications of skill intelligence
Download the report now to learn how AI and skill intelligence can help your organization uncover better insights about the business, make predictions, and effectively respond to dynamic market changes.
Get in touch with one of our experts to explore how we can tailor our solutions to your organization's needs.
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기사
Measuring what matters: Getting started with reporting and analytics
If you can’t measure it, you can’t manage it. While there are endless variations and misattributions of that line, it’s not a bad box to tick when getting serious about setting strategy for reporting and analytics. After all, it’s generally helpful to know whether what you’re doing is working. But that doesn’t go quite far enough. Go beyond what you manage; measure what matters.
