In today's rapidly evolving workplace, the conversation about skills-based hiring and development has taken center stage. Organizations worldwide are pivoting toward competency-based approaches, evaluating candidates and employees based on what they can do rather than their credentials or background. It's a welcome shift—one that promises to reduce bias and open doors for talented individuals from diverse backgrounds.

But there's a critical element missing from many of these conversations: people are not robots programmed to perform tasks. They're complex individuals with unique cognitive wiring that influences how they learn, process information, and contribute to teams.

The skills-based movement represents genuine progress. By focusing on capabilities rather than pedigree, companies can identify talent that might otherwise go unnoticed. Technical assessments allow organizations to evaluate candidates based on demonstrated abilities rather than assumptions or biases.

Yet something fundamental is being overlooked.

While technical expertise matters tremendously, how people learn, apply, and share those skills varies dramatically based on their individual thinking styles. The same........

© Psychology Today