Merita Consulting

Skills First

In the ever-evolving landscape of business, one truth remains constant: a company is only as strong as its workforce. This is where skills-first hiring and promoting come to the forefront, offering a means to fill positions and a catalyst for driving your company’s growth. When you strategically hire for skills, you open doors to enhanced innovation, heightened productivity, and an overall surge in business success.

Skill Definitions

Determining the skills for each role is a critical first step in building an adaptive workforce. These definitions are the foundation for your job descriptions, job postings, career pathways, and workforce development programs, all of which provide the platform for implementing a skills-first hiring and promotion program.



Skills Assessments

Skills assessments are crucial to the skills-based hiring process. They are the litmus test that helps employers determine if a candidate’s abilities align with the role’s requirements. Yet evaluating technical skills alone is not enough.

You must embrace a holistic approach to skills assessments to find the perfect fit for your team.


Build for Value

Posted on by Dwayne Nesmith

Even though the most likely outcome for a successful technology company is via an acquisition, I have never liked the idea of planning for it.  Plans and actions then often go away from what will help our customers and help us succeed in the market to what would ABC Inc. like to see in an acquisition target.  Rarely do the two line up and even then the focus goes away from key items required to build long term sustainable value.

Guest blogger Will Price offered a sound plan for building value in a post on Ask The VC.  Responding to a question regarding how to prepare for an acquisition exit, Will provided details around these three items.

1) Plan for Independence

"The company’s operating plan, technology road map, and executive team should not focus on unnatural acts, in the hopes of attracting a buyer, but rather on building a company with the potential for independence. Companies built to "flip" often flop."

2) Be prepared for acquisition

"…acquirers tend to believe that successful partners make the best acquisition targets. "

3) Keep the house in order

"good record keeping makes for good diligence and good diligence makes for expedited outcomes."

Maximize your "best alternative to a negotiated agreement" (BATNA) and your will be well on your way to delivering value to all your stakeholders.