Building a Skills-Based Organisation: Insights from Zurich Insurance

Submitted by Kerry Summers on 25 November 2024 - 12:30pm

Defining a Skills-Based Organisation at Zurich Insurance

At Zurich Insurance, a skills-based organisation prioritises the identification, development, and application of workforce skills to drive strategic business outcomes.

Adrian describes this model as the “secret ingredient” for Zurich's success, embedding skills across every facet of employee development, from learning programs and career progression to job design.

By focusing on skills as the foundation, Zurich aims to foster an agile, responsive, and resilient workforce ready to meet evolving market demands.

The Key Components of a Skills-Based Approach

For Zurich, creating a skills-based organisation required a robust framework built around several key components:

Comprehensive Skills Taxonomy

Adrian talks about how Zurich developed its own Global Skills Library to serve as the backbone of its skills-based approach. By building this taxonomy in-house and collaborating closely with internal job families, Zurich ensured that its skills library would be uniquely tailored to the organisation's roles and strategic objectives.

Custom Career Development Tools

Further, Zurich opted to design a proprietary career development tool instead of adopting a pre-existing solution. This in-house tool, Adrian tells us, integrates seamlessly with Zurich’s Learning Management System (LMS), mapping learning content to the skills in the library and ensuring employees can track their skill development effectively.

Data Analytics for Skill Tracking

Data analytics play a crucial role in Zurich's skills-based strategy, enabling Adrian's team to track skill development trajectories, identify gaps, and understand workforce capabilities. This data-driven insight helps Zurich make informed decisions about talent development, succession planning, and strategic workforce investments.

Comprehensive Change Management

A successful skills-based approach “goes beyond tools and frameworks”; it requires significant cultural change. Adrian explains that Zurich placed substantial effort into helping employees understand how these tools contribute to their personal and career growth. By rolling out the program gradually and engaging various business units individually, Zurich achieved higher adoption rates and fostered widespread organisational buy-in.

The Importance of Flexibility and Tailoring

A crucial element in Zurich's rollout was tailoring the approach to each business unit's unique context. Recognising that Zurich’s 40+ business units varied in size, geographical scope, and operational needs, Adrian's team collaborated closely with each unit to ensure the implementation would meet their specific requirements.

By adopting a flexible and tailored rollout strategy, Zurich maximised engagement and impact across diverse teams, reinforcing the ‘importance of adaptability’ in a skills-based transformation.

Investing in Skills-Based Development: The Business Case

Zurich’s journey to a skills-based model was driven by a clear business need. Adrian notes that employee engagement surveys had consistently highlighted gaps in career development and L&D support. Employees sought more “guidance and empowerment” over their career growth—a demand that resonated with Zurich’s vision of enabling employees to be “CEOs of their own careers.”

By investing in a skills-based framework, Zurich provided a streamlined, simplified approach that allows employees to track, develop, and apply their skills, ultimately enhancing both individual and organisational outcomes.

The Role of Skills in Empowering Employees

One of the standout benefits of Zurich’s skills-based approach is how it empowers employees to take ownership of their career development. The skills framework and development tools provide clarity on skill requirements for various roles, allowing employees to assess their capabilities and map out their career progression. This, Adrian tells us, empowers Zurich’s workforce to set personal development goals, enhancing engagement and satisfaction.

Adrian also highlights how Zurich’s approach fosters a culture of upskilling and reskilling, which is essential in today’s fast-evolving business environment. By clearly defining skills and aligning them with roles, Zurich enables employees to “understand what upskilling and reskilling mean in practical terms”, encouraging continuous personal and professional growth.

Implementing a Skills-Based Model: Where to Start

For other organisations looking to adopt a skills-based approach, Adrian advises starting small and strategically. Here are his recommendations:

1. Find a Senior Ally in the Business

Identifying a senior leader who understands and supports the vision is essential. This leader can advocate for the skills-based approach at executive meetings, ensuring alignment with organisational priorities.

2. Engage a Pilot Group

Start with a pilot group that has the enthusiasm and energy to co-create and refine the skills-based model. A successful pilot can serve as a proof of concept, inspiring other teams to participate.

3. Focus on Stakeholder Engagement

Skills-based transformation requires support from all levels of the organisation. Effective stakeholder management ensures that leaders, managers, and employees are aligned with the vision and committed to its success.

4. Leverage AI and Learning Technologies

Adrian recommends investing in AI-enabled technologies that support learning and skills development. Advanced tools can provide personalised learning paths, helping employees track and expand their skillsets efficiently.

5. Promote a Learning Culture

Finally, fostering a strong learning culture is critical. Without a commitment to continuous learning, even the most advanced skills-based models will struggle to gain traction. At Zurich, promoting learning is seen as a continuous journey, emphasising that a skills-based approach is an ongoing commitment, not a one-time initiative.

Final Thoughts: The Future of Skills as Organisational Currency

In today’s digital economy, skills are emerging as the new currency of competitive advantage. Zurich’s skills-based approach reflects this shift, as the organisation views skills as assets that drive performance, innovation, and resilience. By investing in skill development, Zurich has positioned itself as an agile, future-ready organisation where employees are “empowered to steer their own careers.”

As Adrian eloquently puts it, Zurich’s approach to skills is about creating “currency for the future.” By embedding skills across every level of the organisation, Zurich enables its workforce to remain relevant and impactful in a rapidly changing landscape. For Chief Learning Officers and Heads of Talent, Zurich’s journey underscores the importance of building a strong skills-based foundation, not just as a learning initiative but as a cornerstone of business strategy.

A skills-based organisation offers a strategic way forward for businesses seeking to navigate today’s complex environment. With the right foundation, stakeholder engagement, and cultural alignment, organisations can create a sustainable, scalable skills model that empowers employees and drives long-term success.

Frequently Asked Questions

What is a skills-based organisation, and how does Zurich Insurance define it?

A skills-based organisation prioritises the identification, development, and application of workforce skills to drive strategic business outcomes. At Zurich Insurance, this model is embedded across all aspects of employee development, such as learning programmes, career progression, and job design, fostering agility, resilience, and responsiveness.

Why does Zurich consider skills the “currency of the future”?

In the digital economy, skills drive performance, innovation, and resilience. By embedding skills into every organisational level, Zurich positions its workforce to remain relevant and impactful, ensuring sustainable competitive advantage.

Where should organisations start with a skills-based approach?

Adrian suggests:

Finding a senior ally to champion the initiative
Engaging a pilot group to test and refine the model
Prioritising stakeholder engagement at all levels
Leveraging AI and learning technologies for personalised development
Promoting a strong, ongoing learning culture

How does Zurich empower employees through its skills-based framework?

The framework provides clarity on skills needed for different roles, enabling employees to assess their capabilities, set personal goals, and map career progression. This fosters engagement, satisfaction, and a culture of continuous upskilling and reskilling.

What are the key components of a skills-based framework?

Zurich's framework includes:

Comprehensive Skills Taxonomy: A Global Skills Library tailored to Zurich’s roles and strategic goals
Custom Career Development Tools: An in-house tool linked to the Learning Management System (LMS)
Data Analytics: Tracking skills development, identifying gaps, and making informed workforce decisions
Comprehensive Change Management: Ensuring cultural alignment and gradual programme rollout

Thumbnail:

Feature on Homepage:

News category:

Reskilling and Upskilling

More Insights

The Power of Data and AI in Learning and Development with Roche, STMicroelectronics, HEC Paris and the L&D Challenges Podcast

Data-driven decision-making, personalisation, and measuring impact to enhance learner engagement were hot topics at iVentiv’s Learning Futures Basel event in October of this year.

Adam Lacey, Co-Founder of Assemble You and Host of the L&D Challenges Podcast took the time to join us for those discussions, and got into the thick it with key thought-leaders in his most recent podcast episode: How Roche and STMicroelectronics are Harnessing the Power of Data and AI in L&D.

Sam Zalcman, Global Head of Learning & Development at STMicroelectronics, Priyakumar Nair, Global Head of Learning Services at Roche, and Professor Peter Fisher, Associate Professor of Marketing & Academic Director of Creative Destruction Labs’ AI stream at HEC Paris made up this episode’s panel of distinguished leaders, and the discussions illuminated cutting-edge strategies in L&D and their implications for organisational transformation.

Join us as we listen in on a podcast that provides a wealth of insights for C-suite executives in multinational organisations, focusing on how L&D leaders are leveraging data, AI, and cultural shifts to address modern challenges.

The Future of Learning, Leadership, and AI: with HEC Paris, Akkodis, Reckitt and The Learning Hack Podcast

In a dynamic and transformative era, the Learning & Development sector is grappling with profound questions about innovation, technology, and leadership. The Learning Hack Podcast, hosted by John Helmer, offers rich insights into these themes through candid conversations with global leaders.

In a recent episode inspired by conversations at iVentiv’s Learning Futures Basel Executive Knowledge Exchange, three thought leaders — Anne-Valérie Corboz (Dean, HEC Paris), Jane Underwood (Global Head of Learning, Reckitt), and Sarah Otley (SVP, Global Head of Akkodis Academy) — came together to share their perspectives on navigating the future of L&D, with discussions covering the evolving nature of leadership, the role of generative AI in L&D, and the enduring challenges of aligning learning strategies with business goals.

The advent of generative AI has sparked widespread discussions across industries, but for Learning and Development, its potential remains a double-edged sword.

On the one hand, for many leaders, AI promises to revolutionise the way learning is designed and delivered. On the other, it risks reinforcing old habits and hindering meaningful change.

In a recent episode of The Learning Hack Podcast, hosted by John Helmer, guest Charles Jennings— iVentiv Advisory Board member, regular iVentiv Event Chair, pioneer in L&D transformation, and Co-Founder of the 70:20:10 framework—offered deep insights into these challenges.

This blog unpacks the key themes from their conversation and asks how can L&D leaders avoid complacency? How can they leverage AI responsibly? How can they refocus on performance improvement over outdated methodologies?

In an age of constant change, Zurich Insurance has embraced a skills-based approach as a core strategy to future-proof its workforce and drive business success.

In an interview with iVentiv, Adrian Stäubli, Group Head of Skills Development Solutions at Zurich Insurance, highlighted Zurich’s commitment to identifying, developing, and deploying skills across its global workforce.

This model isn’t just a tool— to Adrian it’s a "secret ingredient" that touches every aspect of employee development, from career progression to job design, setting Zurich apart as a truly agile and resilient organisation.

Watch our interview now to see how Adrian has embraced skills, and how it’s transforming Zurich’s employee experience.

The power of partnership: how iVentiv and HEC Paris drive Executive Development together

In the ever-evolving world of executive education and corporate learning, partnerships are key to success. iVentiv has nurtured a long-standing relationship with HEC Paris, a prestigious European business school that was founded in 1888, since 2010 and has become a leading institution in Executive Development. Through this collaboration, HEC Paris has not only elevated its presence within the corporate learning community but has also provided valuable insights and support to iVentiv’s events worldwide.

Join us as we dive into the partnership between iVentiv and HEC Paris, how it's bloomed over the years, and where it will go next.

What Makes an Effective Learning and Development Team Event?

In today’s complex global landscape, even the most experienced L&D executives face a persistent challenge: ensuring alignment and collaboration within large Learning & Development teams spread across geographies, business units, and time zones.

Too often, L&D functions in multinational companies operate in silos. Teams set objectives independently, repeat each other’s work unknowingly, or miss opportunities to scale successful initiatives. Despite good intentions, the lack of structured knowledge-sharing and alignment can hinder progress, dilute impact, and ultimately affect how well organisations respond to change.

So, how do you create an event designed to build a strong, connected L&D team that learns from each other and works towards a shared vision? Read on to find out.

10 Questions to Ask Before Planning an Internal Event

Whether you’re launching a new initiative, or planning a team-building day, internal corporate events need more than just good food and a decent venue. Without the right strategic groundwork, even the most beautifully executed event can fall flat.

Instead, before diving into logistics, you should pause and ask the foundational questions that shape a purposeful, effective experience.

This guide explores the key questions to ask before you start planning an internal event to help you clarify objectives, understand your audience, and align the event with your broader organisational goals. Read more.

Planning Corporate Events For Small Groups: A Complete Guide

When done right, events designed for small groups (typically between 20 and 50 participants) can lead to deeper connections, richer conversations, and more meaningful outcomes. In a world full of overstimulated conferences and overcrowded rooms, intimate gatherings offer a refreshing opportunity to slow down and engage in real dialogue.

In this guide, you’ll find out how to plan powerful small-group events with intention, from designing sessions that spark genuine collaboration, to nailing the logistics that make all the difference. Read more here.

Why Internal Events Often Fail, and How to Fix Them

Organising an internal corporate event should be straight forward. After all it’s just a room full of colleagues, some snacks and a bit of knowledge sharing. Until the caterers don’t show up, half the team forgets to RSVP, the chairs are double booked for another meeting, the facilitator veers wildly off topic, people scroll their phones and then slip out early. And something that was supposed to energise the team does quite the opposite.

If you’ve ever experienced this, you’re not alone. Internal events often fall short – not because the intentions are wrong, but because the planning is. Here’s how to avoid the common traps and make your internal event one that people want to attend and actually benefit from. Read on.

How to Engage L&D Teams Through Events

Planning a corporate event might sound simple, but creating something truly engaging and impactful takes careful thought. For Learning & Development teams, particularly in large, global organisations, it’s easy for events to fall flat: too generic, too passive, and too disconnected from daily challenges.

This complete guide explores how to design internal events that do more than fill calendars – they foster collaboration, spark conversation, and drive change. Whether virtual, hybrid or in-person, the key lies in co-creation, clarity of purpose, and designing for participation.

Read about how you can create events your team won’t just attend, but will genuinely look forward to.