Skills
About
By listening deeply, I help clients get to the heart of their challenges and passions. You can count on my energy, authenticity, humor, and humility. I started my career working in organizational design and development and spent over 28 years in both corporate and consulting leadership roles before earning a coaching certification from the Coaches Training Institute and becoming a PCC credentialed coach with the International Coach Federation. My business experience adds instant value for my clients. Favorite Project: Founding LEVATA with my partners. We've built a company that operates based on our shared belief in the power of people and the outcomes that come from placing people first. We invite our people to bring their whole selves to work in service of others. Even our hardest days together are full of moments that matter...making me smile.
Amy Douglas
Published content
expert panel
Skills-based hiring is rapidly becoming a core talent strategy as employers seek agility, speed and access to broader candidate pools in an era defined by AI, automation and constant reskilling. Yet despite this shift, formal degree requirements remain embedded in many job descriptions, often by default rather than design. A Harvard Business School study on degree requirements and middle-skill jobs found that employers frequently require degrees for roles that previously did not need them, limiting access to capable workers without improving performance outcomes. Meanwhile, LinkedIn research reports that skills-based hiring can expand candidate pools by as much as 10 times while improving diversity and retention when implemented thoughtfully. The question facing leaders is not whether skills matter—they do—but whether degrees still serve a meaningful screening purpose, and what happens when organizations overcorrect in either direction. Members of the Senior Executive HR Think Tank—a curated group of senior HR leaders and practitioners—are grappling with this tension firsthand. Their collective experience spans talent acquisition, employee experience, DEI, workforce transformation and the application of AI in HR, giving them a front-row view into how hiring practices shape organizational performance and opportunity. Below, they weigh in on this debate and provide actionable tips for leaders working to find the best talent.
expert panel
In today’s workplace, burnout and disengagement have quietly become strategic business risks rather than isolated wellness concerns. The term quiet cracking—a state of gradual disengagement, mounting pressure and declining performance—has gained traction among HR and organizational leaders as a metric that precedes burnout and attrition. According to recent research, nearly half of employees globally report feeling burned out at work, highlighting the urgency of proactive measures for leaders and HR teams alike. The Senior Executive HR Think Tank—a curated group of experts in employee experience, talent acquisition, DEI, performance management and the evolving role of data and analytics in HR—note that tracking quiet cracking requires metrics and feedback loops that bridge sentiment, behavior and organizational performance. Below, they share how they are operationalizing well-being indicators, turning early signals into strategic interventions and equipping leaders to act before cracks widen into burnout or loss of talent.
Company details
Levata Human Performance
Company bio
At LEVATA Human Performance®, our integrated approach is built on four essential ingredients: the people who drive your mission, the work that needs structure and flow, the change you’re navigating, and the culture and systems that shape every experience. We partner with forward-thinking leaders to turn human potential into real-world impact, because when people thrive, transformation follows.