Prehype's partner, Leif Abraham, is a very fresh proposition.

Prehype's partner, Leif Abraham, is a very fresh proposition. His argument is his own-he says his skills are so extensive that no one position can match his abilities.

The problem with jobs, Abraham, is that when people are confined to a box, their skills are generalized. What designer a can do may be quite different from what designer B can do. In the broadest sense, its core skills may still be "design," but this does not reflect the other skills that are mastered by the individual.

If you ask your co-workers what their skills and hobbies are tomorrow, they may have a new understanding of each other, which may also help your company. Because most of the time a company wants to do something, it often doesn't have to be a job-limited job. The employees ' other skills and hobbies are rarely discovered by their own companies (except literature and sports).

Moreover, the more specific your position is, the less credibility you will have in areas unrelated to your position. It may be hard for others to trust you to do things that are not within your own position.

For example, what you need now may be a visual designer who really knows UX design, but someone will say "we need a UX person." "You know it's nonsense, but it's hard to argue with the current situation."

How about replacing jobs with a skill cloud?

A skill cloud can be used to mark all the things a person can do, and then to rank them according to their experience, past projects, and the degree of interest in doing it.

Abraham 3 attributes for skill Cloud: requirements, hobbies, skills

Skill cloud should develop with staff. It should be organic. Everything a person does and learns should eventually become part of his skill cloud. Demand translates into hobbies, and hobbies are transformed into skills. This system can reveal hidden skills and can match people to the right items.

Development of horizontal talents and development of vertical talents

It is clear that employers should gradually build up the skills cloud for their employees because the more extensive their skills and hobbies are, the more valuable they are to the company.

Vertical talent has a particular aspect of skill, such as that of a designer.

In contrast to vertical career paths (from junior designers to senior designers to design directors), we can broaden our expertise and experience by opening more new things to our employees, which can be extended beyond their core competencies.

In doing so, you may find that some of the plans to recruit outside the site can be found internally. Building skills clouds can uncover new hobbies and skills that your employees have never known before. (Editor's note: This allows employees to build the package, what I need, what I like, what I will)

Each skill level is good or excellent, such people can be in the project link line, the level of talent can become a great product manager

But keep in mind that not everyone is a level talent, in fact, the vertical type of talent or the majority, this with our education system and social division of Labor have a great relationship. Most of the current organizational structure is also targeted at vertical talent, and skill clouds can help the level of talent stand out.

Build a team with a skill cloud

For example, you want to build a team to advertise, you want team members including skills cloud three elements (requirements, hobbies, skills) of the highest score.

The most skilled people know how to do it, but there may be a strong path dependency (experience can be a hindrance). The ability to join a strong hobby and demand can benefit people who have strong skills, because the latter can push people with strong skills into new areas of knowledge.

A loving person can bring new knowledge to the field, and he is eager to learn from those who have mastered it. And those in need will ask questions that may collide with unexpected sparks. People in need also encourage two other people to show their skills and hobbies.

In this way, not only is the project progressing smoothly, but the three groups will also develop their own skills cloud to complement each other. Demand can be developed into hobbies, and hobbies are transformed into skills. Because people are involved in the projects they are concerned about, the project matches people more and the staff will become happier.

The last thing to say is that skills clouds and jobs are not related to you or me, but to each other. You can also keep the head of the art director, but the skill cloud can still make you shine in a large group of art directors.