In our rapidly changing world, one of the biggest challenges to continued economic growth is the skills gap, which is the difference between the skills employers are looking for, and the skills available among job-seekers. For individuals, the skills gap limits upward mobility and wage growth. For companies, it limits the ability to hire the teams needed to pursue commercial opportunities.
So what’s stopping the skills gap from being quickly solved? A core obstacle is that individuals don’t know what skills to learn given the lack of clear and consistent guidelines from employers and industries as a whole. When organizations are unsure about the skills they need, they often rely on pedigree (e.g., university degrees) or experience (e.g., previous job titles) in place of specifically stated competencies that drive new, digital functions.
This construct perpetuates the skills gap on both sides of the market. Employers constrain their own talent pipelines, as they only consider a fraction of candidates with skills that match their hiring needs. On the other hand, job-seekers underinvest in new skills, as they lack clear guidance on what qualifications are required to access new roles.
The skills gap continues to grow as more automation in the workplace intensifies the need for new skills across teams. A 2017 McKinsey Global Institute report cites that “in about 60 percent of occupations, at least one-third of the constituent activities could be automated.” To stay employable, individuals need to embrace a mindset of lifelong learning that enables them to upgrade their skills, and move into roles that support and complement new technologies.
These new patterns of learning need to be coupled with additional entry points to careers and objective skill requirements that facilitate workforce mobility. Similarly, the McKinsey report predicts that “8 to 9 percent of 2030 labor demand will be in new types of occupations that have not existed before.” Thus, we must ensure workers possess not only the tactical skills but also have mobility mechanisms in place to transition into these new jobs.
For mobility to scale, job-seekers need employers in a given field to align on a set of requirements that once met, provide access to employment opportunities. One example of this alignment has emerged from General Assembly’s Marketing Standards Board, a group of leaders across the consumer, technology, media, and academic sectors who are defining career paths and critical skills in marketing.
For the past year, the group has worked to provide transparency into the marketing profession. The Board started by creating a three-level framework that defines career paths in marketing. In tandem with these efforts, the board launched the Certified Marketer Level 1 (CM1) assessment, which aligns with the foundational level of the framework. The CM1 is recognized as a standard by a growing number of companies who use it to benchmark the skill levels of their teams. Benchmarking has also proven useful for employers who wish to define and diagnose critical skills across their organizations.
The CM1 is also being used as a standard in the hiring process. General Assembly brought together a group of over 30 companies, including Calvin Klein, L’Oreal, Pinterest, Priceline, and others to recognize the skills tested on the CM1 as a common set of requirements used in recruiting. Each company in this group agreed to interview high scorers on the assessment regardless of candidates’ background. This system of skills-based selection provides new career pathways for individuals who may otherwise be overlooked in a system dependent on pedigree and experience. Among job-seekers, we received tremendous interest in taking the CM1 as an entryway to guaranteed first-round interviews with these companies. Approximately 4000 individuals registered to take the CM1 in just a few weeks, and the top 10% of test-takers qualified for a guaranteed interview.
We were delighted but not surprised to see that top scorers came from diverse backgrounds — from college seniors entering the workforce, to career-switchers looking to get their foot in the door, to experienced marketers looking for a new challenge. Likewise, our previous research in The State of Skills: Digital Marketing 2018 report revealed that strong digital marketing talent can be found outside the marketing function, and from fields such as sales and technology. Moreover, this group of top scorers confirmed that experience doesn’t necessarily predict skills. Rather, giving all registrants the chance to demonstrate their skills using a clear set of skill requirements on the CM1 assessment can create access to new job opportunities.
As a result, our employer partners were able to expand the top of their recruiting funnels, and attract more qualified candidates. These employers are helping to address the skills gap in the industry by using a skills-based approach that increases the overall supply of qualified candidates considered for marketing jobs.
General Assembly’s mission has always been to provide transparent pathways to transformational careers. We’re thankful to the Marketing Standards Board and to the companies that have partnered with us to make strides in this direction. Together, we’re working to increase the transparency and openness of the workforce, broaden talent pools, and create more entry points for aspiring marketers around the world.
GA’s Credentials team’s mission is to help people get recognized by employers for what they can do, no matter where they come from. To learn more and get involved, get in touch with us at firstname.lastname@example.org. To learn more about the Marketing Standards Board and the CM1 assessment, visit https://generalassemb.ly/marketing-standards-board.