2025年技能驱动招聘新趋势报告

A NEW CONVERSATION ON: Madeline Laurano EXECUTIVE SUMMARY Over the past five years, skills-based hiring has been at the center of TA transformation. Companies are doubling down oneverything related to skills and the rapid advancements in AI has accelerated the need for skills-based hiring. of companies eliminating roles Skills-based hiring has never had more urgency. Yet, the discussions around skillshave not progressed much over the past few years. We found that 1 in 2 companiesare facing fatigue or frustration with the skills conversation today. For manycompanies, it has been misaligned and misguided. And the result is that companiesare stuck on skills—unsure where to start, whether to build a skills inventory, investin technology, or redefine their hiring models. One reason for the frustration with skills is that the primary focus has been oninferred skills rather than validated skills. Inferred skills—extracted from resumes, job titles, and experience—provide contextbut do not always confirm competency. Validated skills, however, are directlyassessed through structured evaluations, simulations, and AI-driven assessments. To ensure better hiring outcomes, greater trust, reduced bias, and a future-readyworkforce, organizations must consider both inferred and validated skills. This report is an introduction to new research from Aptitude on validated skills and the impact on TA transformation.It includes the following: The Shift to Validated SkillsCurrent State of Skills-Based HiringChallenges in Validating SkillsThe Role of AIMeasuring Success in Skills-Based Hiring12345 Top 8 Findings Validated Skills and Inferred Skills Companies are moving away from assumptions based on resumes and job titles toward structured, directlyvalidated skill assessments. 50% of companies stated their top frustration in the skills conversation is thedifficulty in validating skills. Skills Fatigue Is Real Nearly 1 in 2 organizations report frustration or fatigue with the current skills conversation—driven byconfusion, lack of trust, and ineffective tools. Resumes Are Still Overused Despite the rise of new tools, 72% of companies still rely on resumes or self-reported skills to identify talent. Measurement Is the Missing Link Few companies track validated skills’ impact on outcomes like retention, performance, or bias reduction—creating blind spots in hiring ROI. Maturity Levels Vary Widely Only 26% of companies feel confident in their current skills approach, and most fall into early or developingstages of adoption. Technology Investment Is Lagging Over a third of companies have only lightly adopted tech to support skills-based hiring, and 6% have madeno investment at all. Structured Doesn’t Mean Stale Effective validation blends structured assessments with human interpretation—balancing data with context. Skills Strategy Requires Cross-Org Alignment Success demands collaboration across TA, HR, and business leadership to embed skills deeply in hiring,mobility, and workforce planning. INTRODUCTION:THE SHIFT TOVALIDATED SKILLS The workforce is changing and the way companies hire must change too. The demand for skills-based hiring has neverbeen more critical. Forty-three companies stated that skills are more of a priority this year than last year. Companiesare experiencing a tremendous amount of change in how they recruit and engage talent. In many instances, the skillsthat were required to help companies grow have either become obsolete or shifted in this new digital era. Despite the demand for a skills-based approach to hiring, many companies remain uncertain about how tooperationalize skills-based hiring, leading to: Confusion about the right approach (skills taxonomy vs. direct validation).Lack of urgency, delaying meaningful action.Over-reliance on resumes, missing true capability assessment. Additionally, many companies still rely on resumes, drawingassumptions from job experience, education, or past roles.However, these do not validate a candidate’s actual abilitiesand can lead to: Bias in hiring decisions Mismatched job placements Poor performance predictions Companies are not always seeing any outcomes in their currentapproach. According to this study, the top challenge that companiesface with skills-based hiring is the difficulty in validating skills effectively(see Figure 1). AI inference is the primary way that companies use skillsin TA. AI infers skills or learnability or potential basedon a resume or job application. The challenge with AIinference is that many companies have questioned howthese skills are actually validated, and some providersare not transparent with how they are using AI. Whenasked if companies trust AI inference in the hiring process,59% stated that they somewhat trust it but prefer validation.The right conversation is not about what skills candidatesclaim to have—but how and when those skills are measuredand validated. THE CURRENT STATE OFSKILLS-BASED HIRING S