Unlocking Potential: How Focusing on Promise Can Bridge Skills Gaps, New Research Reveals

Did you know that employees who are hired based on their potential are nearly twice as likely to excel in their roles compared to those selected solely for their existing skills? A report from Gartner released on March 12 highlights this fascinating insight.

According to the same report, when talent management teams collaborate with learning and growth leaders, they can significantly enhance internal mobility and overall company performance. this is especially true when organizations don’t insist that employees possess every skill before transitioning them into new positions.

meaghan Kelly, a director at Gartner’s HR division, pointed out an interesting trend: “Organizations are evolving so quickly that they often can’t find all the necessary skills externally—either because they’re scarce or too costly.” She emphasized the urgency for companies to cultivate skills internally but noted a troubling reality: many aren’t developing these capabilities swiftly enough to fill essential roles.

A survey involving 190 HR professionals revealed that almost half (48%) believe the pace of new skill requirements is outstripping what current talent structures can handle. In contrast, another survey of over 3,200 employees found only 28% felt their organization prioritized nurturing potential over existing competencies.

To accelerate both skill development and internal movement within companies, it’s crucial for HR leaders to pivot from merely seeking proficiency towards focusing on promise—defined as an employee’s eagerness and capacity to learn new abilities from a foundational level.

However, one significant hurdle in hiring based on promise is pinpointing which employees have this potential. The report indicates that around 51% of managers prefer recruiters who focus exclusively on candidates with all required skills during internal hiring processes.

This approach can limit the candidate pool significantly. To foster a culture where promise is valued alongside proficiency, recruiters should help managers visualize what promising candidates look like for high-demand roles and how this promise can be transformed into tangible performance outcomes.

Moreover, providing ongoing support after hiring individuals based on their potential is vital. The report suggests creating skills-based learning networks—a collaborative framework involving not just the employee but also their manager, L&D staff, talent management personnel, and subject matter experts. Research by Gartner shows that such networked approaches can double effectiveness in preparing employees compared to conventional one-on-one mentoring methods.

The impact of skills gaps shouldn’t be underestimated; according to findings from Multiverse, these gaps could cost businesses up to a month’s worth of productivity each year! Many workers struggle with key areas like data analysis efficiency or process automation—skills critical in today’s fast-paced work environment.

If employers want accomplished outcomes through skills-based hiring practices, they need clarity in vision while empowering leadership along with adequate budgetary support.A case study by OneTen highlighted Cisco’s transition towards a skills-first recruitment strategy which not only broadened its talent pipeline but also achieved an extraordinary retention rate of 96% among hires made under this model!.....