Skill Soup: Why Roles are the Better Ingredients
Capabilities alone don't make a team. A proposal on how distinguishing between what we know (skills) and what we do (roles) creates better orientation.
The trend toward "skill-based organizations" promises agility but often creates conceptual confusion. While many approaches use skills and roles interchangeably, we suggest a more nuanced view: seeing skills as personal "assets" and roles as "team responsibilities." This perspective isn't a fixed rule, but it helps communicate expectations more clearly and makes talent development more purposeful.
Key Takeaways
Perspective Shift: View skills as individual attributes and roles as systemic requirements.
Proficiency Levels: Skills are measured in levels (Entry to Pro), while roles are "owned" or "accounted for."
Complexity Check: Broad terms like "Project Management" are often better described as roles requiring a set of specific skills.
Discussion Starter: This distinction helps teams talk about accountability rather than just listing theoretical knowledge inventories.
Structural Alignment: Align development paths with the ability to take on roles, not just accumulating isolated skills.
The Renaissance of Skills
Everywhere you look, there’s talk of the "skill-based organization" (SBO). Companies are trying to move away from rigid hierarchies toward dynamic talent pools. The goal: deploy employees flexibly wherever their specific abilities are needed most. However, in practice, we often don't know exactly what we’re talking about when we say "skill."
A Modest Proposal: Conceptual Separation
In conversations with skill platform providers, it’s noticeable that terms are often used interchangeably. For many, "project management" is a skill. At teamdecoder, we see it differently: Project Manager is a role.
Why is this distinction so vital? If we throw everything into one pot, we lose sight of what a person can do (potential) versus what a person does (function). A designer possesses the "Adobe Creative Suite" skill. They bring this skill to fill the "Lead UI Designer" role. The role, in turn, defines the outcomes and accountability.
The Hierarchy of Empowerment
To bring order to this chaos, a simple model helps. View skills as individual attributes with proficiency levels (3 or more):
Entry: Basic understanding.
Intermediate: Independent application.
Pro: Expert knowledge and mentoring.
A role, however, is a requirement of the system. To successfully take on a role like "Marketing Lead," one must carry a certain set of skills—such as budget planning and leadership.
Why Skill Management Alone Isn't Enough
Managing only skills builds a database of tools, but not a functioning engine room. A team is composed of people taking responsibility. When building development paths, ask: "What role do you want to fill in the future?" and derive from that: "Which skills do you need to elevate to which level to get there?"
Further Reading
Deloitte Insights: The skills-based organization
A new operating model for work and the workforce.
Link to articleCorporate Rebels: Roles and Responsibilities
Insights into how pioneering companies distribute work into roles instead of fixed job descriptions.
Link to articleJosh Bersin: Building A Company Skills Strategy
Why a skills project is essentially a job architecture project.
Link to blog
FAQ
What is the main difference?
A skill is a personal competency (capability), while a role is a function with accountability within the team (action).Is this distinction a set rule?
No, it’s a suggested model to help teams define responsibilities more sharply.Can a role consist of just one skill?
Rarely. Most roles require a mix of hard skills, soft skills, and experience.How does teamdecoder help?
teamdecoder focuses on role management to create clarity, while treating skills as the necessary enablers.How do I start?
Define the roles your team needs to succeed first, then map the necessary skills to those roles.
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