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A skills-based organization defines work by describing the tasks and activities that need to be performed to achieve set outcomes. Skills-based organizations deconstruct traditional roles and jobs and break them into smaller parts that describe the “work to be done”.

We are seeing organizations transition to more skills-based setups using three different approaches.

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However the hiring process may be changing, there's no sign job interviews are going away from it. It's still almost unthinkable to land a job offer without going through some form of interview, whether in person or remotely. But anybody who's been on a handful of them knows how much one job interview can differ from the next—despite the plethora of advice about the best questions for hiring managers to ask and which cues to look for.

As a result, some job interviews are much more effective than others at sorting out whether a given candidate is the right fit. After all, while humans in general are fairly good judges of one another's character, plenty aren't but still think that they are.

There are ways to control for this variability, but that means turning the interview process into more of a science than an art. Still, there may be some serious upsides to doing that. Here are a few of them, and what it might take to do it.

This was a "remarkable" year for hiring, according to Glassdoor’s chief economist, Andrew Chamberlain. He says that the U.S. added an average 180,000 new jobs per month, well above the "break even" pace of job growth of 50,000 to 110,000 economists estimate the economy needs to keep Americans fully employed.

Pay is also on the rise. Median base pay for U.S. workers was up 3.1% from 2015, the fastest pace in three years. Can we top all that in 2017?

According to Glassdoor’s newest report on job trends, there are also a record number of unfilled jobs—5.85 million as of April—which represents the most since the BLS started tracking job openings in 2000. That’s compounded with the fact that every employer is hiring for tech roles, Chamberlain observes, and there are just so many talented candidates out there.

In the last 30 years, our work WIIFMs have changed dramatically. Across generations, people want the time they spend blending work and life to accrue tangible benefits beyond just a paycheck. Increasingly we prioritize a greater sense of purpose and an opportunity to improve our skills and knowledge nearly as much, and sometimes more, than we prioritize pay.

In competitive roles such as engineering, data analytics and biogenetics, the ability to prove and then improve our marketable skills is critical for career progression and talented people instinctively know this. When evaluating a job opportunity, they strategically weigh their opportunity to learn or gain a unique experience as much as they weigh their compensation and benefits package.

"I look for someone with something to prove—to your old boss, your dad, your third-grade teacher, yourself. I don’t care where it comes from: You need that hustle." —Emily Weiss, founder and CEO, Glossier

"I ask, ‘Think of your worst day—what happens?’ You learn about people’s pet peeves, about what environment won’t work for them. Sometimes they disqualify themselves without realizing it, because they reveal they don’t really want the job." —Tom Ogletree, director of social impact, General Assembly

If you’re a normal professional, you may just feel at least a smidge of apprehension or resentment when it comes time to drag yourself to (or get dragged to) a professional networking event. Sure, sure, the crab puffs might be killer, but there are so many things to not love about these shindigs that I’d be here for hours if I tried to highlight each one.

Because that doesn’t sound fun for either of us, let’s start with four common reasons why you don’t enjoy them—even when you know (or suspect) they’re important to attend. And then let’s find a better option for every stinking one of them.

When it comes to hiring, in many cases, past performance does not guarantee future success. You want to make sure that you find a candidate that’s motivated, and a good fit for your company’s culture. That’s why you should focus on hiring smart talent, rather than direct experience.

Executive research adviser Claudio Fernández-Aráoz defines potential as “the ability to adapt and grow into increasingly complex roles and environments”. Candidates with potential are passionate learners who are dedicated to the growth of their team, which makes them an invaluable asset.

How resourceful a candidate has been in the past can often be a better indicator of how well they will perform once hired. Claudio Fernández-Aráoz also said that “Having spent 30 years evaluating and tracking executives and studying the factors in their performance, I now consider potential to be the most important predictor of success at all levels, from junior management to the C-suite and the board”.