We knew it was bound to happen – the long-discussed exodus: Baby boomers are retiring in waves. They are departing with their expertise, and their multi-decade exposure to (and correcting of) recurring problems. While we can sit and discuss the changing tide of the times – perhaps a reality that does not suit all generations in Corporate America (although not unlike past evolution) – we would be remiss if we thought we were not losing something significant. Those years of experience are not easily replaced. And this is why attracting strong talent, and hiring the right talent, is so vital at this juncture in your corporation.
I am a firm believer that anyone with discernment and critical thinking can be taught to be excellent at a certain skill or craft. But herein lies an issue that many managers are facing: Team members, whether new or five years into their positions, remain somewhat unskilled, needing consistent training for improvement. Without this training and guidance, your team runs the risk of stagnancy, a decrease in innovation, deadlines missed, and problems going left unsolved. There certainly should be an expectation that managers will need to train and mentor their team members. But, this should not be the entirety of the job. Again, herein lies an opportunity for businesses to be thoughtful about their new hires.
If you’ve never thought about durable skills and perishable skills, now is the time. In a recent Forbes article, this distinction between durable skills and perishable skills is made, mainly to demonstrate how one must aim to retain employees with durable skills. And, it seems logical that a company will benefit from not only retaining employees with durable skills but attracting and hiring those with durable skills.
What is a durable skill? This is the ability for a person to pair their life knowledge to their work. How can they use their own experiences to thrive in the corporate environment? As I noted, I am a firm believer that if you hire someone with critical thinking (a durable skill) you will be better suited than hiring the person with more years of experience and no ability to deduce thoughtfully. “Durability” as I will refer to it, also speaks to a person’s ability to communicate well and navigate through challenges with a solution-focused mindset. Even if a person is somewhat unseasoned, they will be poised for success because they will seek out the answers, look to their manager for guidance when necessary, and pride themselves on resiliency and self-sufficiency.
On the flip, perishable skills are specialized. They are specific to an industry or specific organization. The training is in fact done on the job.
Isn’t the perfect pairing, then, a hire who has durable skills because they can seemingly be taught the perishable skills? Indeed.
As a manager, how might you help someone learn critical thinking? It is not a quantitative output and this is a struggle managers face. While a manager may be able to train on concepts and specializations (which naturally takes ample time) it is more challenging to teach someone how to communicate effectively, ratiocinate often, and solve problems independently.
Thus, as we are facing a time of skillful people leaving the workplace, seek new hires with durable skill sets. Keep this front of mind throughout the interview process.
Questions to consider:
How might you measure someone’s critical thinking?
How might you assess their ability to communicate?
How will you determine their emotion regulation and maturity (EQ)?
