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.


Coping with the retirement of critical experience

Posted on by Dwayne Nesmith

During the next few years, western countries will face a more intense labor shortage than last felt in the first two years of this century. Very few companies are prepared for this with hardly any looking to utilize the aging workforce to fill this shortage. Initially, offshore workers will be able to handle some of the shortage. However, India and China are only a few decades from reaching a neutral or negative growth in trained workers.

A survey in America last month by Ernst & Young found that “although corporate America foresees a significant workforce shortage as boomers retire, it is not dealing with the issue.” Almost three-quarters of the 1,400 global companies questioned by Deloitte last year said they expected a shortage of salaried staff over the next three to five years. Yet few of them are looking to older workers to fill that shortage; and even fewer are looking to them to fill another gap that has already appeared. Many firms in Europe and America complain that they struggle to find qualified directors for their boards—this when the pool of retired talent from those very same firms is growing by leaps and bounds.

Why are firms not working harder to keep old employees?