In this episode of the Product Design for Learning podcast, host Greg Arthur is joined by Charlie Kneen from Solvd Together to discuss human-centred design for a skills-first transformation. They explore the realities of skills-based organisations, the pitfalls of traditional competency frameworks, and how businesses can genuinely embed skills-first approaches.

Charlie shares his perspective on why many organisations are missing the mark with skills strategies, the importance of outcome-driven design, and how experience design can drive real behavioural change. They also tackle common challenges in workplace learning, the role of leadership, and how human-centred design can be applied at scale to shift organisational culture.

Charlie Kneen is a learning strategist and human-centred design advocate at Solved Together, a consultancy focused on solving business challenges through innovative design thinking. Charlie is passionate about rethinking traditional approaches to skills development, challenging the status quo in learning and development (L&D), and designing experiences that create lasting impact.

• Many organisations are rebranding traditional competency frameworks as "skills strategies" without changing their approach.
• A true skills-first organisation requires fundamental shifts in strategy, rather than just new tech or frameworks.
• Human-centred design helps companies rethink their approach by focusing on outcomes, not just structures.

• Competencies are often compound skills that vary in different contexts, making them difficult to measure effectively.
• A task-first approach focuses on what people need to do rather than broad, vague skills.
• Businesses should start with strategic goals, then work backwards to define the skills that drive those outcomes.

• Many organisations invest heavily in complex competency frameworks that don’t get used.
• There’s an overreliance on tech-based solutions that don't address the core challenges of skill-building.
• A skills-based organisation should be social and dynamic, rather than a rigid framework applied from the top down.

• Start with the end goal: What is the business trying to achieve? Then design backwards.
• Prioritise real-world experiences over theoretical learning. Simulating real challenges leads to more effective learning.
• Adopt an outcome-driven design mindset: rather than focusing on content, focus on the experiences that will drive behavioural change.

• Organisational change requires both top-down leadership buy-in and bottom-up employee engagement.
• Different teams and individuals may need different learning experiences to achieve the same overall transformation.
• Tracking data continuously, rather than relying on outdated pulse surveys, helps businesses stay agile in their learning strategies.

• Greg Arthur introduces Charlie Kneen and the topic of human-centred design in a skills-first...