In ISO 9001:2015, the clause 7.2 specifically requires an organization to determine the necessary competency matrix or skills matrix of employees and ensure they are qualified on the basis of appropriate education, training, or experience.
Therefore, many organizations maintain a competency matrix or skill matrix with nomenclatures as Qualification Matrix or Skills Matrix to determine the required competency for employees working in different functional areas to identify any skill gaps, bridge those gaps through a well-defined competency development program such as training programs and assessments to verify employee comprehension.
Often times it is debated within organizations whether the competency matrix should be prepared and maintained by the HR Department. or the responsible Operational Managers. Though, we’ll not touch on this controversial topic here, keep in mind that the post below is specifically meant for Operational Managers to help them develop an understanding to identify the skill gaps, growth opportunities for their employees and ensure job activities are effectively completed.
A Competency Matrix also known as skill matrix is typically a table that displays people’s proficiency in specified skills and knowledge.
All businesses have the requirement for qualified employees. The more competent the people, the better potential business results. However, under certain critical environments such as technical tasks or safety compliances, it is important to understand what employees comprehend about their specific jobs tasks.
Have a look at figure 1 and take the following steps to create effective Competency Matrix or Skills Matrix.
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 skill matrix or competency matrix should have a link with the JD of various functions within the organization.
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. For instance, you may form a separate cluster of topics related to the management systems and group all types of skill required on ISO standard such as basic skills, internal auditor skills or advance knowledge of various management systems being followed within the organization. If you wish then may put the 7 QC Tools, Six Sigma etc. in the same cluster.
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.
Prepare a skill matrix by determine the ‘should’ level of competence to effectively perform a job function such as:
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 create competency matrix or skill 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’. Refer fig. 1. You may use to indicate the pending training status (as Red) planned date of training (as yellow) and thereafter the completed date of training (as Green).
Incorporate all the information you gather in the Matrix and review with each team member the portion of the matrix that contains his or her information.
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.
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. Refer figure 2.
7. Your Competency Matrix or Skill Matrix: A Live Document
Remember that your Competency matrix is a live document. It must not sit on the shelves. Hence you should keep a track of training plan and update the completed or replanned training dates in your matrix by highlighting it in the pre-determined colours. Refer point no. 4.
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