Hi! I am working in a textile industry. I have been given an assignment to prepare an available skill matrix of all employees. I am a little bit confused. How should I prepare it? Would simply discussing with the department heads work?
Please guide all seniors.
Thanks,
Rahul Vaidya
From India, Pune
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6Please guide all seniors.
Thanks,
Rahul Vaidya
From India, Pune
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Hi Rahul,
To prepare a skill matrix for the employees, first, you have to identify the different departments and sections in your organization. After that, find out from the Head of Department (HOD) what skills are required to perform each particular job. The required skill levels can vary from worker level to manager level. Then, segregate the levels and identify any skill gaps.
Regards,
Simran
From India, Nagpur
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To prepare a skill matrix for the employees, first, you have to identify the different departments and sections in your organization. After that, find out from the Head of Department (HOD) what skills are required to perform each particular job. The required skill levels can vary from worker level to manager level. Then, segregate the levels and identify any skill gaps.
Regards,
Simran
From India, Nagpur
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Hi Rahul,
To prepare a skill matrix for the employees, first, you have to identify the different departments and sections in your organization. After that, find out from the Head of Department what skills are required to perform each particular job. The required skill levels may vary from worker level to manager level. Then, segregate the levels and identify any skill gaps.
Regards,
Simran
From India, Nagpur
Acknowledge(0)Amend(0)
To prepare a skill matrix for the employees, first, you have to identify the different departments and sections in your organization. After that, find out from the Head of Department what skills are required to perform each particular job. The required skill levels may vary from worker level to manager level. Then, segregate the levels and identify any skill gaps.
Regards,
Simran
From India, Nagpur
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Hi Simran,
Thank you for your early reply.
Should I differentiate between Functional Skills and Interpersonal Skills in terms of the behaviors required to perform the job?
Also, if the Head of Department (HOD) in the concerned department is unable to elaborate on the required skills, what steps should I take?
Regards,
Rahul Vaidya
From India, Pune
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Thank you for your early reply.
Should I differentiate between Functional Skills and Interpersonal Skills in terms of the behaviors required to perform the job?
Also, if the Head of Department (HOD) in the concerned department is unable to elaborate on the required skills, what steps should I take?
Regards,
Rahul Vaidya
From India, Pune
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It should be functional. If the HOD does not give the required skill, go through the job description of the particular employee. Otherwise, you can also seek help from the immediate supervisors to understand the actual job done by the employee.
From India, Nagpur
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From India, Nagpur
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Hi Rahul,
There can be three different types of competencies:
1. Functional
2. Managerial
3. Behavioral
To identify each of these competencies, you need to conduct a Behavioral Event Interview with the functional heads to identify the innate and acquired skills necessary to excel in the given role.
If a BEI is too time-consuming and expensive (which it is), and you are looking for a simpler solution, you can adopt an easier technique known as Card Sorting. In this method, a list of all possible competencies is given to functional heads of diverse areas (e.g., Marketing, Finance, Operations, Technical, etc.) with HR acting as a moderator. The cards are then sorted based on the priorities of the role by displaying the KRA or the JD on the screen as they are being sorted.
Using this method, the entire set of competencies for 5-6 key roles can be assessed in a single day. This allows for the evaluation of functional skills (e.g., technical skills, knowledge, etc.), managerial skills (e.g., team management, time management, planning, result orientation, etc.), and behavioral skills (e.g., interpersonal skills) in a single day.
Regards,
Shweta
022-40241549
From India, Pune
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There can be three different types of competencies:
1. Functional
2. Managerial
3. Behavioral
To identify each of these competencies, you need to conduct a Behavioral Event Interview with the functional heads to identify the innate and acquired skills necessary to excel in the given role.
If a BEI is too time-consuming and expensive (which it is), and you are looking for a simpler solution, you can adopt an easier technique known as Card Sorting. In this method, a list of all possible competencies is given to functional heads of diverse areas (e.g., Marketing, Finance, Operations, Technical, etc.) with HR acting as a moderator. The cards are then sorted based on the priorities of the role by displaying the KRA or the JD on the screen as they are being sorted.
Using this method, the entire set of competencies for 5-6 key roles can be assessed in a single day. This allows for the evaluation of functional skills (e.g., technical skills, knowledge, etc.), managerial skills (e.g., team management, time management, planning, result orientation, etc.), and behavioral skills (e.g., interpersonal skills) in a single day.
Regards,
Shweta
022-40241549
From India, Pune
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Dear Rahul,
I totally agree with Shweta. Prior to that, one thing you need to do is if you want to be a practical HR and be able to tell your management that you have identified the competencies with knowledge. Initially, you have to check/design the working area, job descriptions, and profiles in the company. If you know about these activities, then there is no chance even if the HOD is not aware. But to do this, you have to work hard for it. Then bring the points of Shweta into the picture. Try to establish Key Performance Areas (KPA) and Key Result Areas (KRA) competencies, which will give you the optimum, accurate percentage of the work. I used 'accurate' because it will make you look into the matter more deeply.
I hope this will help you.
Regards,
Ravi
From India, Hyderabad
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I totally agree with Shweta. Prior to that, one thing you need to do is if you want to be a practical HR and be able to tell your management that you have identified the competencies with knowledge. Initially, you have to check/design the working area, job descriptions, and profiles in the company. If you know about these activities, then there is no chance even if the HOD is not aware. But to do this, you have to work hard for it. Then bring the points of Shweta into the picture. Try to establish Key Performance Areas (KPA) and Key Result Areas (KRA) competencies, which will give you the optimum, accurate percentage of the work. I used 'accurate' because it will make you look into the matter more deeply.
I hope this will help you.
Regards,
Ravi
From India, Hyderabad
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Hi,
Thank you all for the valuable inputs.
We have prepared Key Result Areas (KRA) and Key Performance Indicators (KPI) based on the Job Description. Currently, we are working on the Position Matrix where we define the position and the Knowledge, Skills, and Abilities (KSA) required.
I raised this question because I encountered significant challenges while preparing the Job Description and KRA. Only a few Heads of Departments (HODs) are able to elaborate on the competencies required to perform a specific job.
Is it necessary to educate the HODs about the competencies using a Competency Dictionary?
Regards,
Rahul Vaidya
From India, Pune
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Thank you all for the valuable inputs.
We have prepared Key Result Areas (KRA) and Key Performance Indicators (KPI) based on the Job Description. Currently, we are working on the Position Matrix where we define the position and the Knowledge, Skills, and Abilities (KSA) required.
I raised this question because I encountered significant challenges while preparing the Job Description and KRA. Only a few Heads of Departments (HODs) are able to elaborate on the competencies required to perform a specific job.
Is it necessary to educate the HODs about the competencies using a Competency Dictionary?
Regards,
Rahul Vaidya
From India, Pune
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Hi Rahul,
A competency dictionary is one of the best ways of arriving at a competency matrix for your organization. Now that you have developed a KRA system with a KPI, expose the HODs to a competency dictionary wherein you facilitate a sorting method and ensure that competencies for each unique role are framed.
Shweta G
Email: shweta@eruditesolutions.in
From India, Pune
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A competency dictionary is one of the best ways of arriving at a competency matrix for your organization. Now that you have developed a KRA system with a KPI, expose the HODs to a competency dictionary wherein you facilitate a sorting method and ensure that competencies for each unique role are framed.
Shweta G
Email: shweta@eruditesolutions.in
From India, Pune
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Hi Rahul,
It is an interesting query. I think there are so many factors that need to be taken care of and will vary according to the profile.
You can divide it into two parts: functional competency and behavioral competency, which you can map as per the desiredness of the specific position in consultation with the respective HODs.
Regards,
Balkishan Sharma
Manager HR
Paras Hospitals
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It is an interesting query. I think there are so many factors that need to be taken care of and will vary according to the profile.
You can divide it into two parts: functional competency and behavioral competency, which you can map as per the desiredness of the specific position in consultation with the respective HODs.
Regards,
Balkishan Sharma
Manager HR
Paras Hospitals
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