The challenge is that many organizations have made skills work too complex to explain, too expensive to sustain, and too disconnected from where the work actually happens.
In this Design Charrette, the ELE community will explore how to simplify reskilling enough to move it forward — by creating shared language across HR, TA, L&D, business leaders, frontline managers, and employees.
The goal is not to build the perfect skills architecture.
The goal is to help managers and direct reports have clearer, more useful conversations about what work is changing, what skills matter now, and what support helps people grow into what comes next.
Working roles:
Internal Client: Frontline manager
What would make reskilling practical in the flow of daily work?
Strategist: HR Business Partner / Head of Leadership Development
What structure, support, and shared language would help managers act without waiting for a massive enterprise rollout?
Skeptic: Direct report
What would make this feel useful, clear, and worth trusting — not like another HR initiative being pushed down?
What we’ll work through:
- Where skills work gets too complicated
- Why managers and employees often lack a shared language for growth
- How skills conversations can become more frequent, useful, and tied to real work
- What support managers need to help people grow without adding more process
- Which 30/60/90-day commitments could move this forward inside an organization
The practical question:
Can we simplify reskilling enough that managers, employees, and business leaders know what to talk about, what to act on, and what to try next?
