Workday’s Director of Skills-Based Organization Josh Tarr recently hosted a Reddit Ask Me Anything (AMA) on how organizations can shift to a skills-based approach. For HR professionals tasked with future-proofing their workforce, the conversation yielded several crucial takeaways.
Maria Valero
Editorial Strategist, HR
Workday
AI is reshaping the world of work—and the world of HR—as we know it, expanding hiring and talent practices to include a sharper focus on skills and experience needed to do the job.
Josh Tarr, Workday’s director of skills-based organization, recently hosted an engaging Reddit Ask Me Anything (AMA) discussing why organizations find themselves at a crossroads, the importance of human skills as a strategic imperative, and the role HR plays in shepherding their organizations to a skills-based future.
The AMA sparked a vibrant exchange of ideas, with participants raising thoughtful questions about the practicalities and strategic implications of adopting a skills-based approach.
Tarr’s expert insights illuminated the path forward, emphasizing a fundamental shift from traditional, static job descriptions to a more dynamic and fluid focus on individual and collective skills. For HR professionals tasked with future-proofing their workforce, the conversation yielded several crucial takeaways.
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86% of leaders say they are comfortable with hiring candidates based on their skills profile, according to our 2025 Global State of Skills report.
This is the first time in most HR professional’s careers where the focus on skills isn’t just a nice-to-have—it’s a business strategy.
The freedom is palpable.
There’s no perfect formula or first step in this process (yet), but honing in on what skills make up your current workforce—and where there are gaps—is where Tarr recommends teams start.
We can call this your “skills inventory.”
“Think of skills as the common language between humans and AI agents. As AI takes on more tasks, it's not just about what humans do, but the underlying skills they bring and need to develop alongside AI.”
Josh Tarr
Director of Skills-Based Organization, Workday
If you find yourself asking “Where in my workforce is there untapped potential?” or “What skills gaps exist that we need to close to support changing business objectives?” then you’re on the right track. In order to answer these questions and get a true pulse of your skills inventory, you can do the following:
By doing this, not only will you identify skills to hire for in the future, but you’ll also hone in on skill development opportunities, inform hiring and internal mobility requirements, and be able to measure the efficacy of prioritized skills at any given moment. This creates agility in your talent strategy that pairs directly to current and future business needs.
As Tarr explained, we should think of skills “as the common language between humans and AI agents. As AI takes on more tasks, it's not just about what humans do, but the underlying skills they bring and need to develop alongside AI.”
He also pointed out that this initial assessment phase is not a one-time exercise but an ongoing process. The skills landscape is constantly shifting, so regular maintenance of your skills inventory is crucial for maintaining agility and relevance.
Looking beyond traditional job descriptions and focusing on underlying skills offers significant advantages in terms of organizational agility:
Leaving the comfort zone of titles and hierarchies and moving toward a culture that prioritizes skills over checkboxes can seem intimidating. But for HR teams, this is an unprecedented opportunity to shed unnecessary and outdated requirements and generate new value for your organizations.
One of the central themes of the AMA was the increasing value of uniquely human skills, despite increasing automation.
When thinking about the broader landscape of work, and how human skills will become the focal point in coming years, here are some areas humans can double down on:
AI can augment human capabilities, but it can’t do everything that humans can. As AI continues to ramp up within the landscape of work, so should human ingenuity.
Rather than viewing AI as a replacement for human workers, organizations should focus on the powerful potential that emerges when human skills and artificial intelligence work in tandem.
If there’s anything that AI is doing, it’s pushing organizations to invest in the development of critical future skills, particularly those that complement AI. Because skills can be taught, recruiters no longer need to search for a needle in a haystack when it comes to talent and relevant experience.
“In the next few years,” Tarr said, “I think we'll see a big shift from just planning for job titles to really understanding the skills needed to get work done, whether that's by a person or an AI agent.”
With this renewed ability to mold your workforce to the skills needed to support objectives and align it to shifting business needs, companies should be all-in on fostering a culture of continuous learning and development.
Through personalized learning pathways, employees can take part in targeted learning opportunities that empower them to acquire the skills necessary for their growth—and the growth of their organization.
“In the next few years, I think we'll see a big shift from just planning for job titles to really understanding the skills needed to get work done, whether that's by a person or an AI agent.”
Josh Tarr
Director of Skills-Based Organization, Workday
Employees operating in an environment that’s rich with learning opportunities have no reason to fall behind on development. Now, they can take ownership and embrace a mindset of continuous learning and improvement.
Tarr also pointed out that technology plays a crucial role in facilitating this learning-rich environment. With AI-powered learning platforms and skills marketplaces, employees are empowered to take advantage of personalized development recommendations and relevant learning resources. This can look like:
While AI is a powerful enabler, it is essential to maintain a human-centered approach. Technology should augment human capabilities, not replace the critical role of HR professionals in guiding and supporting employees' growth and development.
The AMA also touched upon the practical considerations for HR leaders embarking on this transition. Tarr shared, “When it comes to the transition, here are three key things we've found helpful to keep in mind—almost like guiding principles.”
As for resources, here's one on skills-based strategies, here’s one on lessons we've learned on our own journey to become skills-based, and here’s a recent discussion I had on the topic.
“If you're looking to implement a skills-based strategy, the biggest thing we've learned is to start with a business problem. Find a specific business need and show how a skills-based approach can help solve it.”
Josh Tarr
Director of Skills-Based Organization, Workday
The journey to becoming a fully skills-based organization is a marathon, not a sprint. It requires a long-term commitment, ongoing evaluation, and a willingness to adapt along the way.
“If you're looking to implement a skills-based strategy, the biggest thing we've learned is to start with a business problem. Find a specific business need and show how a skills-based approach can help solve it,” Tarr said.
The discussion with Tarr on Reddit underscored a fundamental truth: in the age of AI, human skills are not just relevant—they are the cornerstone of future organizational success.
By strategically building a skills-based framework and freeing themselves from the constraints of past talent practices, HR leaders can help their organizations to be more agile, innovative, and resilient in the face of rapid technological change.
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