To say the future of work is uncertain would be an understatement. By 2030 the working world will look far different from what we know today. For example, it is estimated that 85% of the jobs that will be done in 2030 have not yet been invented (Institute for the Future & Dell Technologies, 2017). Moreover, in a recent survey of human resources and business executives, the Institute for Corporate Productivity (2021) found only 30% of organizations believe they have the skills necessary for future success. This poses several questions. Are there strategies/tools organizations can use to prepare for this future workplace uncertainty? How can organizations maximize emerging technology that is not yet in place and acquire talent for jobs that do not yet exist? From a business survival perspective, organizations that cannot adapt their strategic human capital management (SHCM) practices to keep pace with the changing nature of work will fall behind. SHCM represents a people-focused approach to HR that leverages the full employee lifecycle, empowering employees at all levels to achieve high performance and contribute to the company’s strategic goals (Boon et al., 2018). A competency-centric approach is the gold standard for effective SHCM systems.