Performance reviews and KPIs are great for assessing individual learning needs, but how do you consolidate all that information into a structured (and actionable) plan for training?
That’s not the only problem. Another one is: how do you uncover which skills each employee brings to the table – and pinpoint areas for improvement – in a way that aligns with organizational goals?
This is where a skills matrix becomes your most powerful tool and proves invaluable for highlighting skills, strengths, and gaps.
What is a skills matrix and what is it used for?
Although it sounds complicated, a skills matrix is a straightforward thing:
It’s essentially a visual representation of the skill levels of individuals within an organization.
In most cases, it consists of a grid-like framework where the required skills are listed down one axis, and the employees’ names are listed along the other. Then, the proficiency levels of each individual are mapped against each skill.
This information allows organizations to understand who has the necessary skills to perform certain roles and responsibilities and who has skills gaps that need addressing.
Skills matrices were initially conceived as a tool for HR departments. They used it to gain an overview of the skills required for each specific job role. However, it has since become more fluid than that.
It has been realized that using a skills matrix gives organizations the opportunity to build a flexible or “skills-based” workforce. This is where individuals are assigned tasks and projects based on their skill set rather than a pre-defined job description.
How does a skills matrix aid instructional design?
For instructional designers, the matrix is an extremely valuable tool in designing learning programs that meet individual and organizational growth objectives:
- By pinpointing skill gaps between current abilities and required competencies, you can ensure that your learning programs target the areas where employees need – and want – the most support.
- And, by highlighting the most critical gaps, you can quickly understand which skills require urgent attention.
- You also become well-equipped to develop a structured roadmap for upskilling individuals on an ongoing basis.
- Finally, a skills matrix enables learning content to be tailored to different proficiency levels. Rather than a “one-size-fits-all” approach, beginners get foundational training while advanced learners get more complex learning experiences.
How to build a skills matrix
Consider these essential steps:
1. Define the scope
The first thing you need to determine is the scope or “size” of the skills matrix and what it will be used for. For this, you will work with organizational stakeholders to decide how the matrix should be developed.
The beauty of the tool is its flexibility since it can be used in a great many ways. For instance, you can develop skills matrices for:
- A specific project or objective
- Each team or department within a larger organization
- The entire organization
- Individual job roles
From an instructional design perspective, you might require a matrix that revolves around specific learning programs, such as upskilling employees in IT competencies.
Additionally, you may require a matrix to focus on technical skills, practical skills, soft skills, or a combination of all three.
2. Identify key skills and competencies
Once you have defined the scope of the matrix, the next task is to identify which skills and competencies need to be placed within it.
This area requires a good deal of research to ensure that each skill is fully relevant to the purpose of the matrix.
Make sure you talk to stakeholders and the individuals for which the matrix is being developed. Get as much of their input as possible so you can clearly understand the required skillset.
To help, here are some key questions you can ask:
- What technical skills are required to perform daily tasks?
- Which soft skills are essential for working effectively?
- Which areas require specialized expertise or knowledge?
- What leadership skills are necessary for those who manage team efforts?
- How do the skills and competencies of high-performing individuals differ from the rest?
- Are there any technological/industry changes coming up that will affect the skill requirements?
- Are there any compliance, safety, or industry-specific regulations that require full proficiency?
- What skills gaps or weak points have been identified in recent performance reviews?
3. Create a grading scale
In order to map out each individual’s skill level, you need to develop a grading scale.
For example, you might develop something that looks like this:
- No capability
- Basic awareness
- Proficient
- Expert
Or, you might choose something that consists of three simple levels (basic, intermediate, and advanced).
Whatever you go with, each scale needs to be clearly defined so everyone understands what it means. Also, try to keep it as straightforward as possible. Overly complex grading systems will become impossible to interpret or use.
4. Determine target grades for each skill
It’s a bit of a stretch to expect everyone to reach “expert level” in all the skills listed in your matrix. However, there should be a base-level expectation for each one.
Let’s take a sales team as an example. Key skills requiring “expert level” include customer relationship management, product knowledge, negotiation skills, and problem-solving.
Other skills that might require an understanding but not full proficiency could include emotional intelligence/psychology, social media skills, and presentation skills.
So, what you need to do is determine the target proficiency level for each skill. This is really important because it provides the benchmark that determines who needs upskilling.
5. Evaluate current skill levels
Your skills matrix is now ready! The next job is to assign skill grades for each individual.
This is easier said than done because it involves a thorough evaluation of each person’s skills and performance. To do this, it’s recommended to use a variety of techniques, including:
- Employee self-assessment
- Obtaining 360-degree feedback
- Using the data from performance reviews, KPIs, and reports
- Formal assessments and tests
Once you have everyone’s proficiency levels, you can go ahead and plot them on the matrix.
6. Evaluate current interest levels
One thing to be very mindful of is that, although some individuals may possess the right skills for a project, they might not actually have any interest in using them.
For instance, an employee with previous experience in sales but now works in project management will possess sales skills. However, due to their change in job role, they may no longer have any desire to use them.
Therefore, it will help you to evaluate employee interest levels for each skill. To do this, you can also use a grading system, but keep it very simple. Such as:
- 0: No interest
- 1: Some interest
- 2: High interest
These grades will prevent you from implementing training where it isn’t welcomed or forcing individuals into roles or projects that they will ultimately hate.
7. Find the gaps and fulfill the training needs
Once you have plotted all the proficiency and interest levels on your matrix, you will be able to quickly spot where the skill gaps are in relation to the target proficiency levels.
These gaps indicate where training is most needed and will, therefore, form the basis for the instructional design process.
You should then focus on developing targeted learning solutions that address each specific skill gap. However, ensure you take the interest levels into account. If an employee has no desire to upskill, your time and resources will be better spent elsewhere.
You should also liaise with stakeholders to determine which skills to prioritize. There could be a more urgent need to increase software competencies or product knowledge than there is to develop communication skills.
Tips for getting the best out of your skills matrix
Analyze key performance indicators (KPIs)
Above all, your skills matrix should be tied to measurable outcomes. In other words, you need to be able to assess the effectiveness of your training initiatives.
Employee KPIs should be linked to the skills matrix and proficiency levels. By doing this, you can analyze them before and after training to understand how each individual has improved.
Involve the employees
The skills matrix needs to work for the employees as much as it does for the organization. And getting their buy-in is essential if you want the whole system to work properly.
- Directly involve employees during the development stage of the skills matrix.
- Ask for their feedback, particularly when defining the skillset.
- Encourage self-assessment when it comes to grading the proficiency levels.
Doing this will likely reward you with valuable and usable insights that you will have otherwise missed. Also, when an individual is more involved with something, they are likely to be invested and strive for a successful outcome.
Don’t omit soft skills
Of course, technical skills are essential to any role, but soft skills, particularly in the areas of communication and collaboration, are just as important.
For example, you could have an individual who excels in the technical aspects of their role. Yet, they refuse to work with or even communicate with their teammates. As such, workflows break down and productivity falls.
When developing your matrix, give relevant soft skills as much attention as technical competencies. This holistic approach will ensure that your training initiatives address the full spectrum of developmental needs.
Regularly review and update
Lastly, a skills matrix is not a one-and-done type of thing. Job roles evolve, as do the skills and competencies of each individual.
Plus, don’t forget that all organizations have a natural churn rate. Just as old employees leave and take their skills with them, fresh talent arrives with a whole new skill set.
Therefore, regularly review and update your skills matrices so they accurately reflect the abilities of the workforce. Doing so will ensure your learning initiatives continue to meet the needs of the organization and its learners.
Final thoughts
The power of a skills matrix is undeniable. While creating one requires effort, the payoff is clear: actionable, targeted training goals that drive actual results.
And, by directly linking these goals to both the necessary and desired skills, you can ensure your learning initiatives have a meaningful impact – not just for the organization, but for the employees themselves.
By Janette Bonnet
Janette Bonnet is an experienced L&D professional who is passionate about exploring instructional design techniques, trends, and innovations.