The Power of Self-Attestation

The Shift to a Skills-Based Organization
In response to the demands of today's business environment, the most agile leaders are doing away with common organizational hierarchies and focusing their attention to building a workforce that emphasizes abilities over job functions. Given that only 14% of C-suite executives strongly agree that their organization is using their workforce’s talent and capabilities to their fullest potential, making responsible use of self-reported workforce data the key to going beyond traditional hiring practices. 

The Truth About Self-Attestation
Contrary to popular belief, the accuracy and reliability of self-reported data holds more validity than previously thought, especially when individuals understand that there is a strong sense of anonymity and have little fear of consequences. Our research reveals that 81% of the employees who self-identify their capabilities and competencies are honest about reporting their information—and the accuracy of this data can enable leaders to not only place talent effectively and retain high performers, but understand their workforce's capacity to learn and grow.

Beyond the Resume: The Power of Machine Learning
Using self-attested data to fill in the blanks on your firm’s human capital is a common practice in most organizations. However, self-reported information does have its caveats, including being prone to subjectivity and bias. Leveraging technology to transition to a talent-based organization can help leaders save both time and money when it comes to identifying skills that the business strategy demands. From creating a more inclusive workplace to improving organizational performance, encouraging your employees to partake in voluntary disclosure of their abilities  can give your organization a competitive edge.

In fact, new research suggests that the current workforce actually prefers that their company uses machine learning to better understand their human capital: Deloitte found that nearly 80% of workers are open to their organization collecting data on their demonstrated talent and abilities, while almost 70% reported being open to information being collected to understand their potential abilities. 

Resumes rarely provide a robust picture of an individual’s true competencies: They fail to highlight someone’s abilities and talents beyond what’s on paper. Given that nearly 70% of competencies are shared across industries, it's critical for organizations to buy into a talent-based approach that will drive the most value. That’s where platforms like Claira come in: creating direct value by mapping out a firm’s human capital—but digitally. 

From Self-Report to Agility, Agency, and Equity
As abilities become the more common “currency” of work and workforce, utilizing self-attestation as a tool for hiring can help leaders map out their internal talent marketplace by redeploying talent rather than jobs across the organization. 

When people are freed from being defined by their job description and seen as individuals with talent and capabilities that can be fluidly deployed depending on their interests and evolving business priorities, organizations are able to make better, more complex decisions—all while achieving more equitable ways of operating.