Skills mapping: you don’t know what your teams can do
Daylindo produces the skills data where it is actually formed, in a work situation, by your internal experts, so that your organization is finally based on what your employees really know how to do.
THE FOUNDATION
Two complementary philosophies of competence
Josh Bersin, the world’s leading talent and learning analyst, identifies a fundamental distinction that most organizations don’t know - and why so many skills approaches fail to make a real impact.
Skills Management System
Internal mobility · Workforce planning · HR mapping
Competence as an HR concept, declared, inferred from resumes or training followed, categorized in frameworks often too generic to be useful in the field.
We know that a person is supposed to have a skill.
Operational Skills Management System
Production · Field validation · Enforceable data
Competence as a reality on the ground, produced, observed, validated in real work situations by a legitimate observer, timestamped and opposable.
We know that a person demonstrates a skill today under the actual conditions of their position.
These two systems do not compete with each other; they are linked together.
The SMS uses skills data. The OSMS is the solid operational validation layer, making it possible to establish a Skill-Based Organization (mapping, mobility, planning) that relies on proven skills.
Source : Josh Bersin, The Skills-Based Organization research
THE UNDERLYING PROBLEM
The data you rely on has never been produced in the field.
The majority of skills management systems operate by inference and self-reporting. The AI reconstructs a skills profile from CVs, job titles, and training courses completed. It’s cold data, useful for HR mobility, unable to answer the question that really matters to a field manager.
Josh Bersin, The Skills-Based Organization research
DO YOU RECOGNIZE YOURSELF?
Different symptoms. The same underlying problem.
Whatever your initial situation, if you recognize yourself in one of these symptoms, it is because your skills are not yet rooted in the reality on the ground.
Your mapping of jobs and skills is disconnected from the field
HRM reference files, job descriptions, skills matrices - the work has been done. But these documents live in files or in the HRIS, disconnected from the daily lives of managers. No one really uses it to drive team development. You are looking for an IT tool to use them – but before the tool, what is missing is data.
Your benchmarks are too generic to be used in the field
Industry benchmarks or GPEC classifications describe skills at a level of abstraction that does not mean anything to an operational manager." Customer Relationship Mastery" does not allow us to know if this technician really knows how to conduct a complex diagnostic interview in the field.
Your training does not transfer to the field
Your employees take training courses. Your LMS records the completions. But two weeks later, you don’t know what was selected, let alone what is applied to the position. The field transfer is not measured - and probably not as good as assumed.
You are driving an SBO transformation without reliable data at the base
The Skill-Based Organization vision is clear in your roadmap. But between vision and execution – building operational frameworks, onboarding field managers, producing reliable skill data – there is a gap that existing tools do not fill. We do not build an SBO on declared data.
Your internal training is invisible and not valued
Your in-house experts transmit their expertise on a daily basis - mentoring, tutoring, on-the-job training. These hours are real; they produce real skills. But they are neither tracked, nor recognized, nor fundable. The "70" of the model 70/20/10 - the largest part of the iceberg - remains in the blind spot.
Your field managers do not take ownership of the skills approach
The skills approach is led by HR or L&D. Operational managers suffer more than they bear it, because it does not give them a concrete tool to manage the development of their teams on a daily basis, in their reality on the ground.
DAYLINDO'S ANSWER
The operational layer that anchors your skills approach in reality
Daylindo is the system that produces skills data where it is formed - in a work situation, by your internal experts - and makes it available to feed all your existing HR systems, through four functions:
Produce
Structure the benchmarks from real work, not from a theoretical job description. With your internal experts, for your specific professions.
Validate
Certify proficiency in an opposable manner, by a legitimate observer, with a structured process that complies with quality requirements - OPCO and Qualiopi.
Capture
Record the skill where it is being trained, in a work situation, via the mobile application, with timestamped proof. Not in the dining room, not on declarative.
Make available
Feed your existing HR systems with the field data. Your Talent platforms, HRIS and HCM tools finally have the reliable foundation they were waiting for.
Operational benchmarks built from the ground up
We analyze the actual work with your internal experts, not from a generic branch nomenclature. The Daylindo reference framework describes what your employees really do, at a level of granularity that makes sense for a field manager. Compatible with your existing GPEC and HRIS.
1
Your internal experts become structured transmitters
Mentoring, tutoring, on-the-job training are already available in your organization. Daylindo structures it, makes it traceable and reproducible. Your experts transmit according to a structured process: their know-how no longer disappears with them, and their support hours become fundable.
2
The skill is measured in a real situation, not on a declarative basis.
Each skill is evaluated in the field by a trained observer, with capture of timestamped evidence. You are moving from a mapping based on self-declaration or AI inference to one based on actual demonstration.
3
Field managers become actors in skills development
The platform gives operational managers simple tools to support their teams' skills development. The skills approach ceases to be an isolated HR project; it becomes a shared process, rooted in everyday life on the ground.
4
The field data feeds your existing HR ecosystem
Daylindo integrates with your TMS, LMS, HRIS and talent management tools via API. The skills data produced in the field enriches your GPEC mapping and feeds your mobility and planning platforms, without starting from scratch.
5
DOCUMENTED RESULTS
A real transformation, at scale
Orange needed to move away from a logic of catalog training and into a logic of skills demonstrated in the field. The HR tools gave a macro vision, but in the field, managers did not know who was really operational. Daylindo provided the missing layer: structuring of business repositories with internal experts, work-based learning mapped in a work situation, field data fed back into existing HR systems.
Orange - École des Métiers Techniques
19 000 collaborators · Direction Technique Orange France
Transformation SBO · Work-Based Learning
« We went from a training logic to a skills logic. »
Ahmed Kabèche
Directeur École des métiers techniques, Orange
3 000
Catalog training courses transformed into skill paths mapped according to the profession
2 000
Employees trained in real-life situations each year
20 +
Retraining paths driven by field data