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5 ways skills analytics help you make better decisions

The tasks office employees are expected to perform are becoming more complex. Managing the skillset of teams is now an inherent part of both HR and direct managers’ missions. A popular way to do that is to “map the skills” of the organization: at the team level, department level or for the entire organization.

In this article, we will review 5 useful ways a skills mapping can be visualized to generate actionable insight for the company.

Pre- requirements

Before getting started, it is important to explain how such data can be collected. Companies should be able to juggle several types of data sources:

  • A uniformed skills taxonomy, that records the competencies the company needs to evolve. It is important to update this dataset in order to capture the latest digital innovations.
  • Positions mapping, the list of competencies and skills required for each position.
  • Assessment of the expertise of employees. This can typically be assessed by the manager. However, we recommend extending the number of stakeholders reviewing an individual to get a more occurrence and unbiased picture. At Huneety, we find that evaluating between 8-12 competencies per individual by up to 10 stakeholders is a good balance to get sufficient qualitative data. 

Not sure how to proceed?

Huneety offers the technology and services to help companies speed up that data collection process. We support companies with industry-relevant taxonomies, and positions mapping, we roll out assessments from the Huneety platform and consolidate and customize reports at the company level to support decision making. Check the link at the end of this article to learn more.

Let’s get started!

We recommend those 5 visualizations to make more educated skills decisions at individual and organizational levels:

  1. Individual Competency Chart
  2. Mapping of experts
  3. Mapping of skills gaps
  4. Individuals exceeding requirements
  5. Self-awareness chart

1. Individual competency chart

? What is measured

The spider chart outlines the various competencies required by the current (or future) position of an individual, overlaid with his/her current skill set.

? How to use it

This simple visualization helps to spot possible expertise gaps of the individual, where the requirement of the position exceed the current level.

? Tips

This chart is also useful to analyze the skill set of an individual against her/his career development. This will serve as a based to discuss an Individual Development Plan in the employee and explains which skill gaps need to be bridged before the promotion, keeping the employee engaged and motivated.

2. Mapping of experts

Visualize the company experts for a single competency…

…or step back and visualize expertise for the whole company.

? What is measured

Expertise level is usually measured on a scale of 1-5. By showing only the data for individuals with a score of 4 and more, we highlight competencies connected to experts: “what the company knows”.

? How to use it

Any individual with a skill level superior to 4 should be able to contribute to the knowledge sharing in the company. Those people can be tapped in to perform coaching, document process, and act as internal experts. 

? Tips

Competencies with a low number of experts are potential weaknesses points. Redundant experts are useful to protect the company against turnover.

3. Mapping of skills gaps

Before we go further, let’s understand what a skill gap actually is. A skill gap is the difference between an individual’s required skill level (eg. ★★★☆☆ Proficient in Digital Marketing), and the actual expertise level of the employee (eg. ★☆☆☆☆ Beginner, in Digital Marketing). The gap (in our example 2 (required 3 – actual 1) is a quantitative indicator helping us to spot how the individual should progress forward.

This gap can be aggregated, for example, we could sum all the required gaps in Digital Marketing for the whole company, and compare the total gap to one of Event Marketing.

This gap could also be aggregated to measure the total skill gap of an individual, a department, or even the whole company.

3.1 Aggregated skills gaps

? What is measured

When aggregating all the skill gaps of the entire company and organizing it by parent competencies, we can easily spot gaps which are shared by several people.

? How to use it

The gap map allows to see at a glance which are the big “skill gaps” hot topics in the company and should be a priority in temr of L&D timeline and budget. Larger items are shared by many people, making it ideal for group work or eLearning initiatives.

? Tips

This map is interactive and can be zoomed in by category of competencies and skills, allowing you to get a more granular vision of the sub-skills which are lacking in your organization.

3.2 Skills gaps by territories

? What is measured

In a similar way to the skill gap aggregation by taxonomy, we can also visualize skills gaps by geography.

? How to use it

For international companies operating businesses across various countries, it can be time-saving to identify where in the world training is required to support the business.

? Usecase example

A trainer has developed a new seminar format and has been asked to roll in out in Asia. He can now see at a glance where this training will be the most beneficial and organize meetings at the best locations or timezones.

? Tips

By using data filters, you can display the skill gaps for a specific competency, skill or position.

3.3 Skills gaps by individuals

? What is measured

It is possible to stack skill gaps by individuals. Individuals with skill gaps across several competencies will tend to rank higher on this chart. 

? How to use it

Individuals with larger aggregated skill gaps are at risk of not performing in their current role and may require more immediate attention They are also at risk of leaving the company as they may struggle to accomplish some daily tasks. Coordinate with your local HR to know more.

? Use case

Get the list of the people who need to attend the next online training sessions in only 2mn. Exporta list of names and emails of who actually require an upskill. This way you don’t need to mobilize people who do not require the training.

? Tips

When reading this chart, it can be useful to also display and take into account the number of months/years of seniority in the company. More junior members who haven’t completed a full onboarding may tend to rank higher on those charts.

4. Individuals exceeding requirements

Analyze who exceeds requirements for a particular competency…

Shortlist people exceeding requirements in a country… consider them for internal mobility.

? What is measured

Some individuals have skill levels that exceed what is required by their position. In that case, the “skill excess” can be aggregated similarly to skill gaps to be displayed in charts.

? How to use it

Individual often end up with very high skills scores when their peers have high opinions of them. The person may feel that his/her skills are not used up to their potential in their current position. 

? Use case

At the end of each year, a committee may review the people exceeding skills requirement and consider horizontal, vertical or international mobility opportunities. This keep the talents engaged and spread their expertise in the company.

? Tips

Not every person wants to “level up” and become a manager. Experts with deep knowledge in specific fields make for good candidates to spread knowledge internally, and can be tasked with additional L&D initiatives within their current job scope.

5. Self-awareness chart

? What is measured

“360 Assessments” are the most popular way to collect the competency expertise of your collaborators. By separating “self-assessments” from assessments from “peers”,”managers” or “direct reports” (aka. “Others”)., we are able to chart the level of awareness of individuals about their own skillsets against their collaborators’ perception..

↘️ About underconfident individuals

Some individuals are underconfident or may evolve in negative management conditions that push them to under evaluate their ability to contribute to the company’s mission.

↗️ About overconfident individuals

Some individuals tend to overestimate their own skillsets and are disavowed by peers, this lack of self-awareness can also be damaging for the company as those individuals are prone to making mistakes.

? Use case

It is usually a good practice to debrief any 360 Competency Assessments between the managers and the individuals in order to avoid dissonances about competency expertise. HR should especially make sure that individuals with largest gaps (underconfident or over confident) are properly debriefed, and may choose to also join the debriefing meeting in extreme cases..

More interactive examples:
Access our Skills Analytics
demo dashboard 

Access our full BI interactive report to get more ideas about how to visualize skills and see what Huneety can do for your organization’s L&D.

Interactive charts
Drill in data visualizations
Smart filters 

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