Technical skills assessment platforms assist recruiting and hiring teams in expediting interviewing and hiring of qualified candidates for various technical roles such as software engineers and data scientists. These platforms are typically offered as a service and can be customized to suit an organization’s specific needs.
Technical skills assessment platforms are primarily used by industries that invest heavily in software development such as IT, engineering, manufacturing, retail, e-commerce, finance and banking. Hiring and recruitment teams can use these platforms for the following purposes: a) Interviewing and hiring external candidates for different technical roles ranging from full-stack developers to data scientists or cybersecurity experts; b) Engaging with candidates through social media; c) Mass virtual or in-person campus hiring. 
Organizations can also utilize technical skills assessment platforms to identify candidates for internal transfers. Some tools aid in reskilling and upskilling employees and writing effective role-specific job descriptions.

Technical Skills Assessment Platforms

3D Print Service Bureaus

4G and 5G Private Mobile Network Services

4PLs

5G Enterprise Data Services

5G Network Infrastructure for Communications Service Providers

A/B Testing Tools

AI Avatars

AI Code Assistants

AI Offerings in CSP Network Operations

AI Writing Assistant Software

AI and Data and Analytics (D&A) Service Providers

AI in CSP Customer and Business Operations

AI-Augmented Software-Testing Tools

AI-Enabled Interview Intelligence

AI-Enabled Translation Services

AIOps Platforms

API Management

API Protection

Absence Management Software

Access Management

Account-Based Marketing Platforms

Account-Planning Tools

Accounting Practice Management Software (APMS)

Accounts Payable (AP) Recovery Audit Services

Accounts Payable Invoice Automation Solutions (Transitioning to Accounts Payable Applications)

Active Metadata Management

Ad Tech Platforms

Adaptive Project Management and Reporting

Advanced Analytics Service Providers for Marketing

Advanced Contract Analytics

Advanced Distribution Management Systems

Affiliate Marketing Platforms

Alternative Legal Service Providers (ALSPs)

Analytics Query Accelerators

Analytics and Business Intelligence Platforms

Analytics and Decision Intelligence Platforms in Supply Chain

Anti Money Laundering (AML) Software

Applicant Tracking Systems (ATS)

Application Crowdtesting Services

Application Delivery Controllers

Application Development Life Cycle Management

Application Integration Platforms

Application Platforms

Application Portfolio Management Tools

Application Security Posture Management (ASPM) Tools

Application Security Testing

Application Testing Services, Worldwide

Artificial Intelligence Applications in IT Service Management

Asset Investment Planning Solutions for Energy and Utilities

Asset Leasing Software

Asset Performance Management Software

Audience Intelligence Platforms

Audit Management Solutions

Augmented Analytics

Augmented Data Quality Solutions

Augmented Reality Development Software

B2B Customer Community Platforms

B2B Gateway Software

B2B Marketing Automation Platforms

B2B Profit Optimization Software

BPM-Platform-Based Case Management Frameworks

Background Check Software

Backup as a Service

Banking Payment Hub Platforms

Bankruptcy Software

Barcode Software

Benchmarking Services for Transportation Rates and Logistics Performance

Benefits Management Software

Blockchain Consulting and Proof-of-Concept Development Services

Blockchain Platforms

Blockchain as a Service

Brand Advocacy Services

Brand Compliance Software

Brand Protection Software

Brand Strategy Agencies

Breach and Attack Simulation (BAS) Tools

Business Continuity Management Program Solutions

Business Process Automation Tools

Business Process Management Platforms

Business-Outcome-Driven Enterprise Architecture Consulting

CPS Protection Platforms

CRM Customer Engagement Center

CRM and Customer Experience Implementation Services

CRM in Life Sciences

CSP 5G Core Network Infrastructure Solutions

CSP 5G RAN Infrastructure Solutions

CSP Customer Management and Experience Solutions

CSP Revenue Management and Monetization Solutions

CSP Service Design and Orchestration Solutions

CSP Service and Network Assurance Solutions

Candidate Relationship Management (CRM) Software

Capital Investment Management Software

Carbon Accounting and Management Software

Carbon Offset Platforms

Cash Flow Management Software

Category Management Solutions

Cell and Gene Therapy (CGT) Platforms

Channel Integration Software

Chaos Engineering Tools

Citizen Service Delivery

I'm assuming you mean generative AI, whose core capabilities are: Content Generation, Summarization, Code Generation, and Semantic Search.


Any job function that relies primarily on these functions will be impacted.  I'm most excited about content moderation....there have never been great tools to monitor comments or other bulk/public feedback which is why scams and hatespeech are so prolific on platforms.

Technically the choice is (all of the above) - However, the hope is option (4) Strategic Analysis

AI's impact on various industries is multifaceted and continues to evolve. Here are additional ways AI could disrupt business across industries:

Customer Service and Support: AI-powered chatbots and virtual assistants can handle routine customer queries, provide support, and streamline communication, enhancing customer experience while reducing operational costs.

Predictive Analytics and Forecasting: AI can significantly improve predictive analytics, helping businesses forecast trends, consumer behavior, and market shifts more accurately. This can influence inventory management, financial planning, and risk assessment.

Personalized Marketing: AI enables the analysis of vast amounts of data to personalize marketing efforts, delivering more targeted and effective campaigns based on individual preferences and behaviors.

5. Customer Service Automation: AI-powered chatbots and virtual assistants revolutionize customer service, providing instant support, handling inquiries, and improving customer satisfaction.


6. Supply Chain Optimization: AI algorithms optimize supply chain management by forecasting demand, identifying inefficiencies, and automating inventory management, leading to cost savings and improved logistics.


7. Personalized Marketing: AI analyzes consumer data to deliver personalized marketing campaigns, targeting specific demographics, preferences, and behaviors for increased engagement and conversion rates.


8. Healthcare Diagnostics: AI-enabled diagnostic tools assist healthcare professionals in interpreting medical images, analyzing patient data, and detecting diseases earlier, leading to more accurate diagnoses and improved patient outcomes.


9. Financial Fraud Detection: AI algorithms detect fraudulent activities in real time by analyzing transaction data, patterns, and anomalies, enhancing security and minimizing financial risks for businesses and consumers.


10. Predictive Maintenance: AI predicts equipment failures and maintenance needs by analyzing sensor data and performance metrics, reducing downtime, and optimizing asset utilization in industries like manufacturing and transportation.


11. Language Translation and Interpretation: AI-powered translation tools break down language barriers, enabling seamless communication across global teams and facilitating international business transactions.


12. Virtual Collaboration and Remote Work: AI-driven collaboration platforms revolutionize remote work by continuing to provide virtual meeting spaces, project management tools, and productivity enhancements. GenAI agents will become commonplace to invite an AI Agent to all meetings to record the points and the action items to ensure humans can focus fire on hot topic value items. 

13. Autonomous Agents: These GenAI-driven and governed agents, will track action items and ensure standard practices but also oversee work deliverables. By performing simple tasks, AI agents enhance efficiency and accountability across distributed teams, allowing human resources to focus on higher-level responsibilities. This potential seamless integration fosters teamwork, innovation, and consistency in work processes regardless of geographical location.

AI's impact on the job market is a significant area of interest. As AI becomes more advanced, it will likely lead to job substitution in some areas. This shift will prompt businesses to adapt their workforce strategies to leverage AI's capabilities while ensuring employees have the skills needed for emerging roles. As AI continues to evolve, understanding its potential to reshape job functions and industries will be crucial for businesses to stay competitive and thrive in the future.

In primary industry it is being used in beef factories to slice up carcasses, and for fish that are filleted (like large salmon) to slice the fish. This is removing workers from these environments and reducing costs.
For Health and Safety, AI is being used to monitor worker behaviour, such as walking too close to moving vehicles in a warehouse. The monitoring of workers by AI can highlight which workers moved within a predefined distance from the vehicle and allow the managers to increase training and awareness.

How do you think AI will disrupt business across industries? Add to my list: 1. Content creation 2. Photos and video production 3. Basic coding and debugging 4. Strategic analysis to be highly complimented 

Becoming a director from manager would need a total shift from what you have learned till date. For a manager, domain knowledge is most important. What you know, and how efficiently you are able to resolve technical issues make you a good manager. However, for a director and lead a function, most important aspect is not resolving problems for what you know. As a director or leader, you must know how to address challenges what is un-known. Preempt the issues, challenges and identify  change is most important aspect  to be a successful director. 


Your past performance or actions brings to a manager level. What your future course of actions would decide you as a successful director. 


Additionally, you have to a people man. Managing resources, including human resources efficiently is other important aspect for a director. while a manager's job is to get job done from collogues, but for a leader or director, you need to have ability to motivate team to do their job independently.

There is also a different skill set required to lead individuals as a team manager versus leading teams as a director.  Agree with the more strategic approach, and many technical managers have trouble letting go of the hands on approach and delegating tasks to individuals/teams, which are critical skills for a director.


Additionally, I would say that technical IT managers are not always as customer facing, and that at the director level you are conversing more with the business and IT leadership and other C-level conversations.

Every organization has different responsibilities at the manager / director / VP / C-suite level, often depending upon industry and company size.  With that as context, I will do my best to answer for the majority of manager vs. director roles.

As an IT manager, your primary responsibility is likely managing a team with a specific function (e.g., app dev manager for a specific platform; help desk manager; DevOps manager).  As such, you are likely given goals and targets from senior leaders, and your job is to execute against the plan and deliver results, leveraging a team of resources.

As a director, you may have responsibilities for more than one manager/team, and you may also be part of the goal-setting process.  You are most likely a “manager of managers,” and therefore results are less about individual performance or even the performance of a group of individuals on a team.  Rather, you are ultimately accountable for the groups’ results, and you achieve those results by managing other managers.

To reach this point, you first need to demonstrate competency as a manager, getting results for your defined scope.  You also need to show the aptitude and attitude to be able to manager teams of people.  Sometimes, it starts with making your desires known to your director / VP.  Other times, you may be identified by your leaders through annual assessments for high-potential individuals.

While things like an MBA, certifications, and/or management programs may not hurt, and will personally benefit you to gain knowledge / information, it is likely going to be your experience and performance that qualifies you for a Director role.

There are different skills and approaches needed for both roles.

Manager is more tactical and operational role, usually skill sets like problem solving, good domain knowledge are required. Usually we have more time to think before making  decisions, so risk are more controlled.

As director you have more strategic role, you need to have a lot of generic business knowledge and you don't have time to tackle with details anymore.  Here skill sets like leadership, negotiating, emotional intelligence are much more important. Also heavy multitasking and quick decisions are something which comes with this role. 

If you change the role you have to change quite rapidly the way you work and think. Also you have to take into account to deal with much more stress and risk. Typically the easiest way is to change the company when you want to switch the role.

I mentor managers to move from executing tasks and orders from a superior (tactical) to helping set the objectives and goals of the unit (strategic). Next, managers need to move beyond just being a technical expert in an IT area, they must become knowledgeable of the other IT areas and functions. Finally, Directors must begin to understand the overall business not just IT. Directors need to be able to engage with their business colleagues to provide solutions to the business problems using technology. So start attending business meetings, board meetings, understand the business goals and objectives, etc.

For a manager to grow into a director role he or she needs to first excel as a manager. Although the technical SME is important, a director needs to be a very good people leader, someone who can develop strategies and help grow their people to the next level. A manager needs to take calculated risks by leaving their comfort zone and be challenged in a new area of the business to prove they have capacity to be comfortable with the unknown. Lastly, to be a director you also have to have great inter personal skills - work on assignments that will expose you to the c suite and test those skills along with communication skills.

As a prerequisite You need to demonstrate competence and performance at the IT manager level but also demonstrate a much broader set of skills to be promoted to a director type role. These would include strategy planning and execution, ability to drive change, developing and communicating vision, leading change, influence relationships at board and executive level, manage politics. And of course using all of these skills to deliver the big business outcomes that matter.

The transition requires a different mindset, skills, and experience. The new role requires alot of interfacing with the business and the C-suite. It also means increasing your political influence.

Director is a leadership role.  Be sure to hone your leadership skills... communication, mentoring, strategic goal setting, collaboration.  Learn the difference between empowerment and accountability versus managing.

Take time to learn from other leaders in unrelated departments.  Polish the people skills.  Learn to not have knee-jerk reactions.  Be very intentional about short and long-range planning.  Hire great people!

Take time to learn from other leaders in unrelated departments.  Polish the people skills.  Learn to not have knee-jerk reactions.  Be very intentional about short and long-range planning.  Hire great people!!

When trying to make the move from manager, it’s very important to develop relationships and demonstrate your people skills at work.   Show how you can work with and even sometimes unite different groups of people to achieve strategic goals.     Don’t be afraid to speak up and contribute at interdepartmental meetings.

Like others have already said, the key component is the transition to a leader.  Some of the key traits I expect from my management team as they take this step is communication, delegation, and the ability to step back and see the bigger picture.  The ability to transition away from purely technical into business is also vital.  They must be able to solve business problems with technology, not simply chase the newest technologies.

Being able to articulate to senior level leadership at a business level while mobilizing the downstream teams to execute on the more technical goals.

I think the critical skills are to be able to design a strategy and  vision for your organization and the. Be able to communicate it. If you can do those two things effectively you will find your way to the director level.

Directorship and management are 2 very different roles, careers and at some level life goals. Directorship will require you to be far more strategic and have enough business knowledge and skills to navigate the challenges that you will face. 

They are not a linear step and you should consider whether the progression is right for you.

Being a Director requires a different skill and mind set than being a regular Manager. The role implies assuming more risks and responsibilities for the leading organization PnL in a Private Sector, or delivering initiatives on budget and on time in a Public Sector.

Also, as many others already mentioned, Director level position focuses more on strategy, planning and innovation/transformation vs being more tactical and delivery driven as a manager.

Another important distinction of a Director role is having excellent interpersonal and communication skills, as most of the work done at that level is done through verbal or written communication at team meetings, planning sessions and other "gettogethers".

Transitioning from an IT manager to a director takes many forms of transformation. For example, adding business acumen into your core skillsets besides the technical know-how; building strategic planning on top of tactical execution; dealing with ambiguity versus task-taking; mentoring, coaching and transforming the organization to become an effective leader; and last but not least, building strong partnership with your peers and leaders, your internal business stakeholders, external vendors / suppliers and so on.

The transition from Manager to Director is a process in itself. 


A Manager takes care of his team's people management , project deliverables , unblock his team in any events of cross team dependency, tracks the daily tasks.of teams and ensures these gets delivered on time. 


A Director is expected to do all above tasks plus creating a roadmap for the team , participate more in organisational activities , has his own KRAs for team , plan for moon shots which can help the organization , move hand in hand with the product team to plan new features on platform. 


Overall Director is movement from a team level to an org level and you step into elite class and your visibility increases to the C Level. And it's expected from you to manage much more and achieve outcomes more swiftly.

If an IT manager has to become an IT Director, he has to increase his horizon of thought process. He has to start thinking from being transactional to a strategist. He should develop skills of managing large teams of hybrid skills across various geographies. he should be able to create long term vision for IT roadmap of the organization. He should be able to develop influencing skills so that he can get the work done by various people. Further he should align himself with business teams and their goals.

There are plenty of websites talking about management vs leadership.  Director needs to delegate the day-to-day to the manager, and be more forward thinking....looking ahead.  How to do things better, how to do more, how to bring additional value, how to partner with the business.  It&#39;s operations vs strategic

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