Improving how we match people to roles is central to how the Ibbaka Talent platform is used. David Botta describes some of our recent experiments and suggests some directions for research in 2022.

Most organizations will have thousands of different skills. How do we focus on the ones that really matter? We often have to answer this question at Ibbaka. Here are some initial thoughts on our approach. The skills that matter most are the skills used to solve problems.

One often wants to compare the skills of people, the skills required for roles, the skills of different teams and so on. One important approach comparison is between two companies. This skill differences can give important hints on each company’s strategy and differentiation. Focusing in on key skills can bring differentiation into focus.

Ibbaka is conducting design research into the design of competency models or frameworks. In this post we summarize the approach of Jeff Griffiths. Jeff began his career in the military. He has thought deeply about how transversal (general) and vertical skills combine to create frameworks.

The second post summarizing a series of interviews Ibbaka has conducted with experiences competency model designers. This one is the the person leading the skill curation team at a major technology company. She applied design thinking to organizing the skill curation process, and found two quite different approaches in her organization: The Chunkers and the Slicers and Dicers!

Ibbaka is conducting design research into the design of competency models or frameworks. This is the first of a series of posts that summarize our interviews with leading practitioners. Learn about the diversity of approaches people are taking to competency model design. Competency models connect organizational goals to individual skills.

Skill and competency models are designed. As with anything that is designed, there are different ways to approach this. Ibbaka is committed to supporting the diversity of approaches to designing and applying skill and competency models.

Most B2B software applications struggle with engagement. Of the four strategies for consuming meaning identified by Jean Umiker-Sebeok (Pragmatic, Critical, Utopian, and Diversionary) it is assumed that B2B is all about the pragmatic. But in a world of change the Critical and Utopian can be just as relevant, and at times the Diversionary. Is there a Utopian reason to use a skill and competency management system?