Actualizado: 6 dic 2020
A skills matrix, or competency matrix, is a tool to map required and desired skills for a team or project. It is a grid that visualizes the required and available skills and competencies in a team. This makes it an essential tool for any data-driven HR professional.
A completed skills matrix visualizes the skills that are required, the skills that are available in the team and the skills that the team is missing. This is the skill gap.
Sancor Seguros Paraguay is an Insurance company that develops its operations in Paraguay. The IT team is made up of four people:
Technical Support: Pedro
Systems Analyst: Edhelira
Process Analyst: Mónica
Infrastructure and Telecommunications Analyst: Erasmo
Its main function is to provide all IT services to the business.
We decided to work together in the team the matrix of competencies that we need to provide an excellent service
Whats Is A Competency Matrix?
As Jurgen Appelo explains in his book, Management 3.0, working with each employee separately is not enough to make improvements in a team or in an organisation. It´s vital to keep an overview that helps us ensure that the pieces fit together in the best possible way.
The competency matrix, or talent matrix, is a tool developed by Christoph Braun that helps us balance team performance and boost the development of their skills. Also, it enables you to align your employees´ abilities with the company´s objectives.
With this tool, we can map the skills needed and desired for a team or project. The matrix is usually represented by a grid showing the desired competencies, those that are available, and those the team does not offer.
When defining processes or creating new teams, having this information to hand is extremely useful as the matrix presents it in a visual layout that´s easy to follow up.
How A Competency Matrix Help De IT Team?
A competency assessment matrix has two primary purposes:
Firstly, it helps you assess the skills needed for a project or team. To do this, first make a list of the competencies required to carry out a job. This is a useful exercise when forming a team or deciding whether to hire new talent.
And secondly, the matrix provides you with information about the skills available within a team or an organisation. If, for example, a project requires business and data analysis skills, we will have an internal skills "database" where we can start looking for the right person. What´s more, this is an excellent way of spotting and discovering internal talent.
A third purpose is also mentioned in an article in Forbes: training. Thanks to competence mapping, we can create learning programmes that enable employees to develop all their skills and acquire new ones that the company needs.
Steps For Creating A Competency Matrix
1. Start with Job Description (JD):
Have a look at your job description document and ensure that for a particular job function the needed skill and its level are determined in it. If not then you may need to amend the JD of each function for specifically mentioning the needed skills to perform that job effectively. In other words, your competency matrix should have a link with the JD of various functions within the organization.
2. Determine the cluster of skills:
It is advisable if you could figure out various clusters of skills to group the various skills or the training topics meant to develop a particular skill. For example, you may determine a cluster of basic skills needed for all job functions like Induction training, know-how of general requirements for the applicable industry, basic safety procedures etc. And, then separate cluster of technical topics of critical skills.
3. Discuss with Team:
Discuss with each team member his or her knowledge and even their interest areas ranging all other areas beyond their scope of work too. It’ll help you to utilize their excess knowledge for other job functions as well.
Wherever necessary you may use appropriate assessment methods to determine their skill level. Not to forget the 360 degree feedback comments or performance appraisal documents for focuse areas of improvement needed for a particular employee.
4. Focus on ‘Should’ vs. ‘Actual’ level:
Prepare a skill matrix by determine the ‘should’ level of competence to effectively perform a job function such as:
The employee has a basic knowledge. Can do the task independently (Basic Level):
The employee has the skills for independent task completion and quality that go beyond the basics (Advance Level):
The employee has the skills for independent and qualitative task completion and can effectively pass on this knowledge further. (Expert)
The employee has the skills for independent and qualitative task completion and may initiate optimization approaches, sources of error fix and work out solutions (Specialist): Thereafter, map it and mention the ‘actual’ skill level of the employees against a particular skill. The shortfall will be the gap for which you need to work in order to fill those gaps. You may design your matrix by putting staff name, ID, function, designation etc. and the skill in vertical manner and the identified cluster of skills and the associated skills/topics as horizontally. Mention the ‘should’ and ‘actual’ vertically and add another topic for ‘training plan’
5. Develop a Competency Development Plan
The identified skill gaps will be basis of your organizational training program which you may fulfill by planning inhouse/open house training programs and wherever applicable On-job Training or Mentor-Mentee programs can be introduced.
6. Keep Track on Training Program Fulfillment
Keep a regular check on fulfillment level of the training programs for the nominated employees and seek the intervention of the management wherever needed such as during non-fulfillment of training needs after a considerable time span.
My Learnings As Facilitator
Now with this information we would go to a learning cult where we could identify professionals with career T and also create skills development mechanisms within the same team.
The Team Competency Matrix can boost the self-confidence of the IT team (“look how good we already are, we will even get better if we develop …”).
I recognised that it often uncovers concealed skills of IT team members (“I didn’t know that you also have a strong UX background …”).
It creates transparency for management and shows how skills building is necessary to perform better. This makes it easier to get training, coaching, others approved.
As a facilitator, it is important to check in and check out in each session, using for example feedback wall to understand how the session turned out for the participants
As a facilitator, the next time I do this practice I will involve the HR staff to develop together with the team an action plan to achieve the skills that we must develop in the team
Link Web Page Management 3.0 https://management30.com/
Link Web Page Management 3.0 Competency Matrix https://management30.com/practice/competency-matrix/