Unlocking Potential: Deconstructing Jobs, Complementing Skills for Maximum Fulfillment

In today’s rapidly evolving workforce, the traditional model of job descriptions—rigid, hierarchical, and narrowly defined—has become increasingly inadequate. The rise of skills-based organizations, where the focus shifts from defined roles to the actual skills that individuals bring to the table, has set the stage for more dynamic, agile, and personalized work environments.  

However, to truly maximize the potential of this framework, organizations must take the next step: surrounding individual skills with additional, complementary components. By aligning high-priority skills with the deepest needs, roles, and values of individuals and teams, organizations can unlock a powerful synergy that drives performance, engagement, and satisfaction.

The Need for Deconstructing Jobs into Skills

Historically, job roles were the cornerstone of organizational structures. People were hired to fill specific positions with predefined duties and responsibilities. Over time, however, this structure has become less flexible in an era where innovation, adaptability, and personalized career paths are essential for success. As a result, the traditional “one-size-fits-all” job description is being replaced by a focus on the competencies—skills—that individuals possess and deploy to get work done.

In a skills-based organization, static positions with fixed requirements are being replaced with dynamic deployment of skills—both technical and soft—where they are needed most. Deconstructing jobs into skills enables organizations to do several important things:

• Greater Flexibility: Workers can move across projects and roles based on their current skills and aspirations. The company gains just-in-time access to the right skills to meet their ever-changing needs.  

• Targeted Development: Rather than offering blanket training programs, organizations can create personalized development paths for employees based on high-priority skills.

• Optimized Talent Matching: Skills-based organizations can more effectively match individuals to opportunities where they are most likely to thrive.

However, while this shift from narrowly defined job roles to skills is a critical first step, it is just the beginning. To truly unlock the potential of both the organization and its employees, there needs to be a deeper exploration into what accompanies those skills.  

Going Deeper: Complementing Skills with Roles, Needs, and Values

While the shift from jobs to skills is a fundamental transformation, it’s not enough to simply identify the skills an individual possesses. A well-rounded view of the individuals deploying those skills reveals that there are other complementary factors present in how they utilize their abilities: the roles they fulfill, the needs they meet, and the values they express. This deeper view reflects a more complete picture of how human beings work, ensuring that employees are not only competent in their tasks but are also deeply engaged in and satisfied with the work they are doing.  

Here’s how we can break it down:

• Roles: As an individual applies a skill, they can fulfill one or more roles within an organization. For example, the skill of “data analysis” might play a role in forecasting, designing, or troubleshooting, and an individual might apply that skill as an individual contributor, collaborator with others, or leader of others. The key is understanding which roles resonate most with an individual and allowing some level of experimentation to discover where the employee is most energized. By identifying the specific role a person is in while utilizing each skill, you help them see how their contributions align with the organization’s broader goals.

• Needs: Every individual has unique needs that can be met through their work. Some people may crave intellectual challenges, while others may seek opportunities for creativity or social interaction. When skills are aligned to satisfy these intrinsic needs, work becomes more than just a job—it becomes a source of personal fulfillment. For example, someone with a talent for project management might derive satisfaction from the need for autonomy or responsibility. Meanwhile, a software developer might find fulfillment in the need for creativity and the challenge of problem-solving. Aligning the personal needs that complement each skill allows employees to engage more deeply and passionately with their work.

• Values: Beyond roles and needs, skills can also be connected to personal values within their achievements. For example, an individual skilled in communication may be driven by values such as collaboration, transparency, or empowerment. A data scientist might value innovation or sustainability and see their work as driving progress in these areas. By understanding the values that underlie each skill within an achievement, organizations can create environments that not only maximize performance but also promote alignment between an individual’s values and the company’s mission.

The Power of Alignment: Maximizing the Match

When skills are accompanied by the roles, needs, and values expressed in achievement - what tru® refers to as one’s Achievement DNA - the organization gains a far more sophisticated understanding of its workforce. But the true power of this approach lies in maximizing the match between the skills individuals possess and the environment in which they work. This includes not only technical requirements but also the deeper emotional and psychological factors that drive engagement.

Alignment in this more holistic manner helps organizations in several ways:

• Enhanced Retention: When employees feel that their work aligns with their values and needs, they are more likely to stay with the organization long-term.

• Increased Productivity: Employees who are doing work that matches their most critical skills, roles, needs, and values are more motivated, leading to higher levels of productivity and innovation.

• Stronger Employee Experience: A focus on personal fulfillment creates a work environment where employees feel seen, heard, and appreciated, which contributes to a positive organizational culture.

Conclusion: The Future is Skills-Based and Deeply Personalized

In a skills-based organization, the emphasis on deconstructing jobs into skills is just the beginning. To truly unlock the potential of employees, organizations must go further, accompanying an individual’s most satisfying skills with the roles, needs, and values that are most essential to authentically express themselves. By doing so, they can ensure a deeper, more meaningful alignment between the work people do and the intrinsic factors that drive them.

The tru® platform is designed to unlock one’s achievement DNA, an approach that leads to more engaged employees, better talent retention, and a culture of innovation and collaboration. As the future of work continues to evolve, organizations will thrive that not only recognize the importance of skills but also understand the deeper human factors that make work truly satisfying. We believe that by maximizing the match between skills and the roles, needs, and values of employees, companies can create a workforce that is not only highly skilled but also deeply motivated to succeed.