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Keep shoppingSkills-Based Organization: Workforce Skills and Talent [EN]
2,787 students
Skills-Based Organization: Workforce Skills and Talent [EN]
Skills-based organization | workforce planning | competency model | talent management | skills mapping | job profile
Last updated 8/2026
English
English [Auto],
What you'll learn
- Forecast headcount demand and calculate FTE, then run a GAP analysis showing exactly where capability is missing
- Build a competency model from scratch: gather sources, describe behaviours, define levels and validate it against real jobs
- Turn any role into a job profile with a competency set, a candidate scorecard and a development plan attached
- Optimise headcount through function consolidation, automation, outsourcing and structural change rather than blanket cuts
- Identify high-potential employees with 9-box assessment and build development paths that actually move them
- Design learning that closes a measured skills gap and prove the transfer into work
- Build a succession pipeline for critical roles with measurable bench strength
- Connect hiring, assessment, pay, development and promotion to one shared language of skills
- Learn alongside Mike's 1.6 million students from 185 countries
- Get the author's experience from Preply, Wargaming, iDeals and Alfa-Bank
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Course content
18 sections • 43 lectures • 18h 56m total length
Requirements
- No prior background in workforce planning or competency modelling is required
- An organisation or team you can apply the frameworks to as you go
- Basic comfort with numbers for the headcount, FTE and gap calculations
- English at an intermediate level or above, since all lessons are in English
- A spreadsheet for the workforce plan, competency matrix and job profiles
Description
This course contains the use of artificial intelligence.
Your org chart shows job titles. Your actual capability is a completely different map, and almost nobody has drawn it.
What is going wrong right now
You hire against a job description written four years ago for a role that has since changed. You approve training because a budget line exists, not because a measured gap requires it. Someone leaves and you discover the skill lived only with them. Headcount discussions turn into negotiations about who argued best rather than calculations about what the work requires. And when the business asks whether you have the capability to deliver next year's plan, the honest answer is that nobody knows, because capability was never described in a way that can be counted.
What changes after this course
You will describe your organisation in skills rather than titles, and then run it that way. Headcount gets forecast and defended with FTE calculations and gap analysis instead of instinct. Every role has a profile with defined competences, so hiring, assessment, pay and promotion all speak the same language. Training closes a measured gap and you can show the transfer. High potentials are identified on evidence, developed on a plan, and ready when a critical role opens rather than six months after.
Your instructor
Mike, the number one HR instructor on Udemy, with more than 1.6 million course enrolments and over 150,000 professionals trained. Holder of PHRi and SHRM-CP certifications and HRCI representative in more than 10 countries. Built the people function of the unicorn Preply and worked at Wargaming, Alfa-Bank and iDeals.
How the course is built
The course builds a skills-first operating model layer by layer. It starts from the business need: forecasting demand, calculating FTE, running gap analysis, rationing work and optimising headcount through structure rather than cuts. The second layer is the skills architecture itself — building a competency model from sources and critical incidents, defining levels, choosing assessment tools, using ready-made libraries and connecting competences to every people process. The third translates architecture into roles: job profiles, candidate scorecards, career ladders and development plans. The fourth applies it to people: attracting, selecting, developing, rewarding and retaining talent with a shared competency language. The fifth closes the gaps through learning designed backwards from a business outcome and evaluated against it. The course ends with succession: critical roles, 9-box assessment, development paths and measurable bench strength.
What is included
Lifetime access to all course materials
Active instructor support in the Q&A section
Udemy Certificate of Completion
Practical assignments and real business cases
A section with additional courses, tools and resources
Why start now
The skills your organisation needs are changing faster than the job titles describing them, and the gap compounds quietly every quarter. Companies that can see their capability make different decisions from those that guess at it. Enrol now and start the first lesson today.
Who this course is for:
- Business and HR leaders moving the company from job titles to skills as the unit of organisation
- Workforce planners who need to defend headcount numbers rather than negotiate them
- Talent and L&D leaders who keep training without knowing which gap they are closing
- Organisational development professionals designing structures around capability
- Managers responsible for a function whose skills profile is changing faster than their hiring
- Consultants building workforce and talent strategy for client organisations
- Anyone preparing for a role that owns capability across a whole company