A leading pharmaceutical company conducted an analysis of workforce composition with the goal of opening up roles to talent without degrees.
Author:
Sergio Reyes | Director, Advisory Services | LinkedIn
In the evolving landscape of talent management, education attainment data is finding new life as a helpful tool for companies adopting a skills-first approach. In a degree-inflated job market, businesses might gather education attainment data to verify that a candidate meets the job’s degree requirement or to inform compensation strategy. However, in today’s skills-first economy, more and more companies are moving past their reliance on 4-year degrees as a proxy for evaluating candidates’ ability to succeed. Still, we have seen that education attainment data can be a valuable tool as companies advance in their skills-first journey.
Though seemingly counterintuitive, a leading US-based employer committed to adopting a skills-first approach used education attainment data to expand their talent pipeline beyond college graduates. The company, a leading pharmaceutical with more than $20 billion in revenue, engaged with Grads of Life to conduct an analysis of its workforce composition with the goal of opening up roles to talent without degrees.
Together, we undertook a review of more than 30,000 de-identified data points across more than a dozen divisions spanning the continental United States. Our analysis of entry- and intermediate-level roles revealed several job functions where a significant portion of current employees do not currently hold a 4-year degree. Recognizing the breadth of individuals within the company that are skilled through alternative routes illustrated the potential to broaden existing hiring and retention strategy. These findings prompted the company to begin the work of removing degree requirements on external job postings and internal promotion criteria, reducing barriers for a greater range of talent to access selected roles.
The Challenge of Tracking Education Attainment Data
Companies use several methods to collect education attainment data. Some rely on self-reporting through the use of surveys or dedicated campaigns which encourage employees to update their educational background through internal platforms. Some track or verify the information included in candidates’ resumes, often integrated into their Human Resource Information Systems (HRIS) or Applicant Tracking Systems (ATS).
However, these data collection processes are not without challenges. Companies frequently grapple with technological limitations, which can hinder the seamless integration of data into existing systems. There are also capacity issues, where HR teams may lack the resources to effectively manage and analyze large volumes of data. Moreover, ensuring the accuracy of self-reported data and generating reliable reports remains a persistent hurdle. Perhaps the biggest challenge pertains to employee privacy and data stewardship questions. There is even a risk that a renewed focus on education attainment could create barriers, rather than pathways for talent without degrees. Clear alignment and communication about the purpose of this data, the goals of the organization, and the protection of employees regardless of degree status should be guiding principles in any education attainment data collection campaign.
In conclusion, leveraging education attainment data can be a powerful tool for companies striving to create a more inclusive skills-first workforce. By analyzing this data, organizations can identify roles where degrees are not necessarily indicative of success and remove unnecessary degree requirements to broaden access to talent without a 4-year degree. When managed thoughtfully, education attainment data can be instrumental in driving a more effective talent strategy, ultimately benefiting both employers and employees.
