cross functional skills

A perspective on candidates with cross-functional skills

As a general thumb-rule, companies generally prefer candidates who have diversified skillsets and learning flexibility. 我们假设多才能的候选人比单一维度的员工能完成更多的工作. 支持聘用具有跨职能技能的候选人的根本理由是,他们有帮助其他员工提高生产率的潜力. In the post-COVID-19 world, where companies once again will compete for the best talent, it is prudent to hire those who possess different skill-sets and help them reach their goal. 本文讨论了具有跨职能技能的候选人如何成为公司的资产.

Who is a cross-functional skill candidate?

According to Glassdoor, a Cross-Functional Candidate is a candidate with jack-of-all-trades qualities. In other words, 跨职能技能候选人是指掌握了一项或多项相关技能或技术,但同时也掌握了其他技术/技能的人. For example, 一个拥有统计学学士学位的候选人肯定有很强的统计技能,同时也可能精通市场调查, data science, and/or machine learning. This can be a classic example of cross-functional candidate. In other words, in a fast-paced organizational scenario, 对于组织来说,评估具有专业技能和跨职能技能的候选人组合的可行性已成为一种义不容辞的责任.

Cross-functional learning vs. Cross-functional skill

When it comes to hiring a candidate with multiple skills, 招聘人员必须理解跨职能学习候选人和跨职能技能候选人之间的区别. 跨职能学习候选人通过各种渠道(如在线培训)主动学习技能或技术, offline training, 包括由学院和大学制定和提供的远程学习项目和基于互联网的MOOC.

Candidates with cross-functional skills, on the other hand have working knowledge of the skills they possess. 这些技能通常是通过基于不同组织的需求和目标跨团队工作来获得的.  具备跨职能技能的候选人在高层管理中是需要的,他们将有机会在不同的业务领域/场景中展示自己的技能和经验.

When it comes to hiring a candidate, 经理们更喜欢具有跨职能技能和在不同领域的全面知识的候选人. Such candidates have a creative mind-set and innovative thinking, and have a better understanding of how the different domains work. In most cases, when an organization is trying to design a new employee policy or implement a new software, 利益相关者在做出任何决定之前都会咨询具有跨职能技能候选人的员工.

Candidates with cross-functional skills – asset to an organization

How does an organization leverage candidates with cross-functional skills? By virtue of working across different teams and organizations, candidates gain better understanding of both the internal and external clients. 其次,这样的候选人有丰富的经验,在不同的团队和不同的人下工作. 这使候选人能够对业务挑战有一个360度的视角,从而帮助他们找到适用于所有人的问题解决方案.

招聘跨职能技能候选人的最大好处之一是期望他们能走出自己的舒适区,每次都能带来成果. 从一个团队转到另一个团队需要候选人快速适应情况,并获得与新团队/流程相关的一套新技能. 工作压力要求求职者在不单独花时间学习的情况下学习新的技能. 具备学习新事物的能力,并且能够立即开始工作的候选人很适合那些周转时间较短的团队或组织. 这是具有跨功能技能的候选人在确保业务交付方面非常有用的地方.

Roadmap for developing candidates for cross-functional skills

In the modern world, organizations are no longer one-dimensional, where all the employees perform the same tasks throughout their careers. 员工确实需要在团队和部门内部和外部工作,以获得其他关键任务的知识和经验.

拥有不同领域经验的团队成员对雇主更有价值,因为这些人可以执行任何受欢迎的任务,增加组织的信誉和声誉. It may not be always easy to find such candidates. Majority of the time, 企业领导人可以制定各种策略,从他们的劳动力中培养候选人的能力.

1. Rotating Employee to Different Teams

大型组织有轮岗项目,员工在内部被调任,以接触不同团队和经理的工作. The employees can work onsite with another team for a day or a week, join other departmental meetings, and even participate in important tasks performed by these teams. The rotation of the employee need not be in the physical environment. 它甚至可以在远程工作的时候执行,因为他们需要参加每天的聚会或每周的会议,并让别人感觉到他们的存在.

2. Assessing employee interest

Probing and assessing the interest areas of the employees is good place to start. If an organization is planning to build newer teams with specialized skills at their disposal, where employees from different parts of will be working for a longer, employees need to know and understand how other teams work. 公司可以通过文件/ powerpoint演示来提供这些信息,作为自学工具. For example, 开发人员可能对市场营销活动感兴趣——可以评估他的技能,并根据他/她的理解给他/她关于市场营销的额外任务/ kpi . This information might be useful if there are budget cuts from the client’s end, and the developer might know how to proceed further on the project.

3. Finding the right candidates

人力资源团队和经理可以找到有兴趣的候选人,愿意在其他团队学习和工作,在短/中时间内. 人力资源团队可以调查员工,如果他们有机会,他们愿意与哪些其他部门或团队一起工作. Providing training to the interested candidates can ensure smooth transition to new teams.

Cross-Skilling is the Future

As pandemic continues, organizations will most likely prefer candidates with diverse set of skills and experience. 这样的候选人为团队提供了很大的灵活性,并具有管理新职责所需的领导素质. 组织意识到,时间的需要是拥有多样化技能的员工,不仅确保业务正常,而且获得竞争优势.

Sourcing such candidates from outside the organization is difficult. However, 人力资源团队和团队经理可以通过允许他们在不同的团队中工作来识别和培养现有的员工成为交叉技能, train under various leaders, and through participation in skill-based training.

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