We sat down with Pierre-Olivier Aguinalin, an HR leader with over 20 years of global experience in companies like Hublot, Whirlpool, and Louis Vuitton, to discuss the challenges of skills management, the evolving workforce landscape, and how organizations can better prepare for the future.
Why skills are often overlooked
“The question of skills is not easy, and let's be humble when we talk about it. Some organizations actively think about the skills they have and the ones they need for the future. But many don’t even ask those questions”
Instead, companies often focus on immediate targets—hitting revenue goals, delivering projects, or hiring for open roles—without stepping back to assess their long-term workforce capabilities. This oversight can lead to skills shortages, misalignment, and missed opportunities.
Pierre-Olivier emphasizes that understanding workforce skills is directly tied to business outcomes. Knowing which skills are critical allows companies to anticipate gaps, make strategic decisions, and stay competitive in an evolving market.
The difference between skills and performance
A common mistake Pierre-Olivier sees is confusing skills with performance.
“You can be a great performer without having all the skills for a job. Performance is about today—your results. Skills are necessary for today and for tomorrow in a context of a revolution of work—your potential.”
This distinction is crucial. A strong performer may be delivering results now, but without ongoing skills development, their ability to grow and adapt could be limited. On the flip side, someone with a high skills potential might not yet be excelling in their role, but with the right development, they could become a key player in the future.
Mapping skills: A complex but essential process
One of the biggest challenges in skills management is simply defining and tracking skills within an organization. Â Pierre-Olivier admits:
“It’s easy to get lost in data. If not done right, it becomes bureaucratic and overwhelming.”
Skills mapping is often time-consuming and inconsistent, with many companies relying on outdated frameworks or subjective self-assessments. The real challenge is creating a dynamic and transparent approach that accurately reflects the evolving nature of skills in the workplace.
The role of AI in workforce planning
Pierre-Olivier sees huge potential in AI, particularly in aggregating and analyzing skills data. “AI can bring clarity to complex issues by pulling together information from different sources, providing a real-time view of workforce capabilities,” he says.
However, he also warns against over-reliance on technology.
“AI is a tool, not a solution for everything—especially when it comes to human skills or soft skills. Critical thinking and human judgment will always be necessary.”
The key, he suggests, is using AI to support decision-making, not replace it. By automating skills assessments, identifying gaps, and providing real-time insights, AI can help organizations make smarter, data-driven workforce decisions. But the human element remains essential.
The new reality: Continuous learning is non-negotiable
A major shift Pierre-Olivier has noticed is that everyone—from employees to executives—now recognizes that today’s skills won’t be enough for tomorrow.
“There’s no debate anymore. We know that the skills of today won’t be the skills of the future.”
The half-life of skills is shrinking, meaning employees and organizations must constantly upskill and reskill to stay competitive. “It’s no longer about mastering one skill, it’s about adaptability and continuous learning,” Pierre-Olivier explains.
For companies, this means rethinking how they approach talent development. Instead of static job descriptions and rigid career paths, organizations need flexible, skill-based workforce planning that adapts to the changing needs of the business.
Shifting the focus: Skills over performance metrics
Pierre-Olivier believes that organizations need to shift their mindset from short-term performance metrics to long-term skills development.
“Performance is about today, but skills are about tomorrow. If companies want to stay ahead, they need to invest in skill-building now.”
This shift requires a culture change — one that prioritizes learning, internal mobility, and workforce agility. By identifying, tracking, and developing skills, organizations can create more resilient teams and future-ready talent pipelines to build stronger and agile organizations.
The Everday perspective: Enabling a skill-based future
At Everday, we share this vision. We believe that understanding and managing workforce skills is the foundation for building stronger, more agile organizations.
Our AI-driven platform helps companies map, assess, and develop skills in real time, providing transparency and actionable insights. By removing bias, simplifying skills assessments, and enabling continuous learning, we empower organizations to make smarter workforce decisions that align with their long-term goals.
Want to see how Everday can help your organization become truly skill-based? Request a demo and take the first step toward future-proofing your workforce.
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