The I-PRO model of changing workforce skills is a state-of-the-art blueprint for the development of employment capabilities. The model is designed to update the current knowledge and diagnostic tools, adapting and developing employment programs in accordance with trending changes in the work market. We find the model highly relevant for other areas in the field of employment and human resources, as well. In developing the model, we mined the latest reviews by the World Economic Forum (WEF), the OECD, the Nesta innovation foundation, the Institute for the Future (IFTF), as well as domestic literature and interviews with employers, professionals and participants in employment programs who obtained job placements and achieved career advancement.
I PRO is an applicable model used to develop workshops and participant mentoring, and to train professionals in this field.
The I PRO Model consists of six clusters embodying the main skills and abilities required of employees in the changing world of work: five relate to skills and an additional cluster involves the personal motivation required to improve employability.
I Am – Motivation
I Can – Basic skills: digital, language and computer literacy
I Build – Self-management: setting goals and managing time
I Grow – Constant learning and skill updates
I MIX – interpersonal relationships and social skills
I Net – Self-branding and social networking
The model is best viewed starting from the central I Am cluster that consists of so-called “enablers” – the personal motivations that drive individuals to seek work, to advance and to develop in the labor market. The I Can cluster relates to the required basics of work – the three “languages” people use to communicate in the workplace. Proficiency in at least one of these “languages” will presumably be required for every professional interaction in the workplace.
The four other clusters consist of the skills that employees are required to adopt, develop or preserve to the extent needed and in keeping with their professional aspirations.
Each cluster and its elements can stand alone, but we recommend a modular and flexible approach to these skill sets: The model’s network structure reflects the dynamic links between the elements in the various clusters. For example: branding and self-marketing skills in the I Net cluster are closely linked with the ability to read, write and present in Hebrew and English, as laid out in the I Can cluster.