The team at Imperative has developed a compelling model of purpose - Relationships, Impact and Growth. How does this map to skill management?

Blackrock CEO Larry Fink has said that "the most important component of good management is ensuring diversity of mind. How do we find and cultivate this?

Surveys may be overused, but they are part of the talent management toolkit, and we all need to get better at their design and interpretation. In this post, we explore when to use a skill survey and how they are applied

Make your skills visible. Upload your resume or paste in some text. TeamFit will automatically build you a Skill Map. Just seeing it makes a huge difference.

Take this five-minute survey for insight into the impact of skill and expertise management on individual and organizational success.

Sketching a mindmap of your goals can help you understand the skills you need to develop. Sharing these with your colleagues will encourage collaboration.

What makes each of us unique is not so much a list of skills but the patterns we use to connect them: skill to skill, skill to project, person to person.

Employee engagement is about helping people to realize their potential. Surveys and rewards are window dressing. They do not get to what is essential.

Capabilities are a key part of Cascading Choices. For professional services, skills are the key. Skill management should be central to strategic planning.

Employee engagement was a hot topic at HR Tech 2017 in Las Vegas. What are the real enablers of engagement? Do current applications & platforms support these?

Part 3 of a series on the ROI skill & expertise management. Greater employee engagement and better learning and skill development lead to higher retention.

Research from AT Kearney finds that as many as 80% of transformation projects fail or under-deliver. Innovation requires adaptive, not just technical change.

What are the key business questions for skill and expertise management? How will answering these questions change your business? Critical performance questions.

Skill-based allocation is how to build teams. This offers far more value than availability-based approaches. TeamFit supports person and role-based approaches.

We all have more skills than we can use at any one time. TeamFit let's you signal if a skill is core to your work, targeted to improve or downgraded.

Past skills, earned in the roles we have had throughout our careers resurface in new ways and are the foundation for new abilities.

Foundational skills are the skills used to build other skills, like learning and critical thinking.

Skill management works when seeded with skill & project data, connected to systems like CRM & project management when people get direct value from use.

Many large or rapidly growing companies have a person responsible for talent acquisition. Aging workforces, changing skill requirements, competition for talent are all driving interest in talent acquisition. But is talent acquisition the most important way to build capabilities? That seems unlikely.