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<p style="margin:0;">Rick, the below (This is a summary even though it may seem long!) highlights what I'm looking to do as it relates to the ERP's Development module.  ***The attachment includes the data inputs/outputs to build the Skills-First Architecture.  Let me know your thoughts.</p><p style="margin:0;"> </p><p style="margin:0;"><strong>1. The Big Shift in Modern Organizations</strong></p><p style="margin:0;">Companies are moving from <strong>process-first HR</strong> to <strong>people + purpose</strong> as the core driver of business success.</p><p style="margin:0;">The new mindset:</p><p style="margin:0;"><strong>Workforce = Strategic Asset</strong>, not cost center.</p><p style="margin:0;">Why this matters:</p><ul style="list-style-type:disc;"><li><p style="margin:0;">Retention, skills scarcity, and workforce agility are now <strong>top 3 barriers</strong> to strategy execution.</p></li><li><p style="margin:0;">HR is expected to operate like a board-level strategic function.</p></li><li><p style="margin:0;">Competitive advantage increasingly comes from <strong>skills, internal mobility, and rapid capability building</strong>—not just hiring.</p></li></ul><p style="margin:0;"> </p><p style="margin:0;"><strong>2. What Leading Companies Are Doing</strong></p><p style="margin:0;"> </p><p style="margin:0;"><strong>A. Skills-First Architecture</strong></p><p style="margin:0;">Organizations are:</p><ul style="list-style-type:disc;"><li><p style="margin:0;">Building enterprise-wide <strong>skills taxonomies</strong> (not generic job descriptions).</p></li><li><p style="margin:0;">Tagging every role + employee by skills.</p></li><li><p style="margin:0;">Using analytics to see skill gaps, adjacencies, and redeployment opportunities.</p></li></ul><p style="margin:0;"><strong>What this looks like at Mavrix1:</strong></p><p style="margin:0;">We should define foundational + future capabilities (manufacturing, AI-enabled production, battery reliability, supply-chain resilience) and build a <strong>skills matrix</strong> and capability heatmaps.</p><p style="margin:0;"> </p><p style="margin:0;"><strong>B. Redesigned Career Paths &amp; Internal Mobility</strong></p><p style="margin:0;">The new standard is <strong>career lattices</strong>: lateral moves, stretch assignments, project roles, and skill-based advancement.</p><p style="margin:0;">Leading companies use <strong>internal talent marketplaces</strong> that match employees to roles or development paths.</p><p style="margin:0;"><strong>At Mavrix1:</strong></p><p style="margin:0;">We need transparent career journeys (entry → technician → specialist → lead → architect) and an internal mobility model that supports scaling from <strong>10 → 150+ employees</strong>.</p><p style="margin:0;"> </p><p style="margin:0;"><strong>C. Linking Workforce Investment to Business Growth</strong></p><p style="margin:0;">Modern organizations evaluate workforce in terms of:</p><ul style="list-style-type:disc;"><li><p style="margin:0;">Capability readiness</p></li><li><p style="margin:0;">Internal fill rates</p></li><li><p style="margin:0;">Training ROI</p></li><li><p style="margin:0;">Skills gap closure</p></li></ul><p style="margin:0;">They ask:</p><p style="margin:0;"><strong>“What capabilities do we need to hit our business targets?”</strong></p><p style="margin:0;">not</p><p style="margin:0;"><strong>“How many people do we need?”</strong></p><p style="margin:0;"><strong>For Mavrix1:</strong></p><p style="margin:0;">We align hiring, training, and mobility to production-line scale-up and supply-chain demands. Workforce planning becomes capability planning.</p><p style="margin:0;"> </p><p style="margin:0;"><strong>D. Technology as an Enabler (Not the Strategy) **Mavrix1 ERP Development Module**</strong></p><p style="margin:0;">Organizations are adopting:</p><ul style="list-style-type:disc;"><li><p style="margin:0;">Skills engines</p></li><li><p style="margin:0;">Internal mobility portals</p></li><li><p style="margin:0;">Learning ecosystems</p></li><li><p style="margin:0;">Predictive people analytics</p></li></ul><p style="margin:0;">But the mindset is <strong>AI-first, human-led</strong>.</p><p style="margin:0;"><strong>For Mavrix1:</strong></p><p style="margin:0;">Evaluate whether our ERP/HRIS can support skills tagging, career mobility, and readiness dashboards—or whether a supplemental skills platform is needed.</p><p style="margin:0;"> </p><p style="margin:0;"><strong>3. What an ERP HR Module Should Become</strong></p><p style="margin:0;">Instead of just managing payroll and positions, a modern ERP should function as your <strong>talent intelligence backbone</strong>.</p><p style="margin:0;">Key components:</p><ol style="list-style-type:decimal;"><li><p style="margin:0;"><strong>Skills taxonomy engine</strong></p></li><li><p style="margin:0;"><strong>Dynamic job architecture &amp; career framework</strong></p></li><li><p style="margin:0;"><strong>Learning tied to capability development</strong></p></li><li><p style="margin:0;"><strong>Internal mobility marketplace</strong></p></li><li><p style="margin:0;"><strong>Workforce planning + analytics dashboards</strong></p></li><li><p style="margin:0;"><strong>Performance &amp; succession linked to skills</strong></p></li></ol><p style="margin:0;">Outcome:</p><p style="margin:0;">A live “<strong>skills passport</strong>” for every employee, constantly updated through learning, performance, and project data.</p><p style="margin:0;"> </p><p style="margin:0;"><strong>4. Roadmap for Mavrix1 (What We Can Implement Immediately)</strong></p><ol style="list-style-type:decimal;"><li><p style="margin:0;"><strong>Define 3–5 year business strategy → capability map.</strong><br><strong>What skills/future roles enable our growth?</strong></p></li><li><p style="margin:0;"><strong>Build the Mavrix1 skills architecture.</strong><br><strong>Foundation → growth → future capabilities.</strong></p></li><li><p style="margin:0;"><strong>Design mobility &amp; career pathways.</strong><br><strong>Especially critical given veteran talent and advanced manufacturing mix.</strong></p></li><li><p style="margin:0;"><strong>Create dashboards that tie people strategy to business outcomes.</strong><br><strong>(time-to-readiness, skills-gap index, internal fill rate, training ROI)</strong></p></li><li><p style="margin:0;"><strong>Leverage ERP/HRIS to automate the backbone.</strong><br><strong>Skills profiles, learning integration, mobility suggestions.</strong></p></li><li><p style="margin:0;"><strong>Shift HR’s operating model.</strong><br><strong>HR = capability architect + growth partner—not transactional support.</strong></p></li></ol><p style="margin:0;"> </p><p style="margin:0;"><strong>5. Why This Matters Most for Mavrix1</strong></p><ul style="list-style-type:disc;"><li><p style="margin:0;"><strong>Aggressive growth curve</strong>: We can’t hire fast enough from the market—internal development is essential.</p></li><li><p style="margin:0;"><strong>Advanced manufacturing + defense tech</strong>: Requires hybrid skills not easily available.</p></li><li><p style="margin:0;"><strong>Veteran-focused workforce</strong>: High potential for upskilling and internal mobility pathways.</p></li><li><p style="margin:0;"><strong>U.S. reshoring &amp; supply-chain resilience</strong>: Demand for new capabilities that don’t exist in traditional roles.</p></li><li><p style="margin:0;"><strong>Competitive advantage</strong>: Those who build capabilities faster win.</p></li></ul><p style="margin:0;">In short:</p><p style="margin:0;"><strong>Our people strategy must mature at the same pace as our business strategy. Without a skills-first, mobility-driven, technology-enabled HR architecture—scaling to 150+ and beyond will be slower, costlier, and riskier.</strong></p><p style="margin:0;"> </p><p style="margin:0;"><strong>6. The Takeaway</strong></p><p style="margin:0;">If we modernize the HR/People function to focus on <strong>capabilities, mobility, and growth alignment</strong>, we will:</p><ul style="list-style-type:disc;"><li><p style="margin:0;">Scale faster</p></li><li><p style="margin:0;">Reduce hiring costs</p></li><li><p style="margin:0;">Build internal bench strength</p></li><li><p style="margin:0;">Increase retention</p></li><li><p style="margin:0;">Maintain competitive advantage in a tight talent market</p></li><li><p style="margin:0;">Support advanced manufacturing and defense innovation</p></li></ul><p style="margin:0;"> </p><p style="margin:0;">This is not an HR project—</p><p style="margin:0;"><strong>It is a business execution strategy with HR as the architect.</strong></p>
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