Good Morning, All!
I have been given a task to work on Skill Matrices for Executives & Managers. As per my knowledge, Skill Matrices are to be prepared for Operators, Workers & accordingly training needs can be assessed. I am a little confused about how to frame a Skill Matrix for the aforementioned categories of staff/employees. How to formulate a questionnaire and how to complete the task.
Executives or managers are from various value streams like KOSPO, Marketing, Production, Sales, Stores, SCM, Purchase, Finance, Accounts, HR, Maintenance, Quality...
Any information, guidance... please.
Thanks & Regards,
Mnl
From India, Pune
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6I have been given a task to work on Skill Matrices for Executives & Managers. As per my knowledge, Skill Matrices are to be prepared for Operators, Workers & accordingly training needs can be assessed. I am a little confused about how to frame a Skill Matrix for the aforementioned categories of staff/employees. How to formulate a questionnaire and how to complete the task.
Executives or managers are from various value streams like KOSPO, Marketing, Production, Sales, Stores, SCM, Purchase, Finance, Accounts, HR, Maintenance, Quality...
Any information, guidance... please.
Thanks & Regards,
Mnl
From India, Pune
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Dear Mnl,
Good to note that you are going to develop the skill matrix; however, there lies a catch too. What was erstwhile skills inventory is a skills matrix today. It is old hat of the era of personnel management. I say so because today business practices demand the end result and do not just restrict to drawing the matrix and filling the blanks.
Today's businesses concentrate on the end result. You need to identify the costs associated with each department and then make a skill matrix. Following are the examples:
a) Head SCM: - Skills required to reduce or maintain Inventory Carrying Cost at a certain level
b) Marketing Head: - Skills required to reduce or maintain Marketing Cost at a certain level
There are many companies who just stop at building the skills. These companies do not check whether the skills possessed by individuals are translated into meeting the department's goals or not. The training department organizes skill-based training programs but is unable to show whether they resulted in concrete benefits. Hope you do not fall into this trap.
Final comments: - What is your designation? What is your qualification? Do you have knowledge of each department so as to make a skills matrix for each department? Even if some member of this forum helps you or you download something from Google, will you be able to verify correctness as well as the applicability of information to your company or industry? What needs to retain and what needs to discard, do you have the competence to filter the information? Going further, suppose the skills matrix is made, but then who has the competence to measure the skills? What is the guarantee that either you or that person will be able to uncover the mask of inefficiency and assess the right skills?
Thanks,
Dinesh Divekar
From India, Bangalore
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Good to note that you are going to develop the skill matrix; however, there lies a catch too. What was erstwhile skills inventory is a skills matrix today. It is old hat of the era of personnel management. I say so because today business practices demand the end result and do not just restrict to drawing the matrix and filling the blanks.
Today's businesses concentrate on the end result. You need to identify the costs associated with each department and then make a skill matrix. Following are the examples:
a) Head SCM: - Skills required to reduce or maintain Inventory Carrying Cost at a certain level
b) Marketing Head: - Skills required to reduce or maintain Marketing Cost at a certain level
There are many companies who just stop at building the skills. These companies do not check whether the skills possessed by individuals are translated into meeting the department's goals or not. The training department organizes skill-based training programs but is unable to show whether they resulted in concrete benefits. Hope you do not fall into this trap.
Final comments: - What is your designation? What is your qualification? Do you have knowledge of each department so as to make a skills matrix for each department? Even if some member of this forum helps you or you download something from Google, will you be able to verify correctness as well as the applicability of information to your company or industry? What needs to retain and what needs to discard, do you have the competence to filter the information? Going further, suppose the skills matrix is made, but then who has the competence to measure the skills? What is the guarantee that either you or that person will be able to uncover the mask of inefficiency and assess the right skills?
Thanks,
Dinesh Divekar
From India, Bangalore
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Thank you, Dinesh Divekar, sir.
I am working as an associate. I did MBA & Training, and this role is completely new for me. I am enjoying my work but sometimes don't know how to proceed. I only use either Google or cite HR.
Regards,
Minal
From India, Pune
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I am working as an associate. I did MBA & Training, and this role is completely new for me. I am enjoying my work but sometimes don't know how to proceed. I only use either Google or cite HR.
Regards,
Minal
From India, Pune
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Dear Minal,
I have written in my earlier post that before you develop a skills matrix, you need to be sure about the measures of performance of each department. For this, you need to institute a comprehensive Performance Management System (PMS). Let me give an example of your own department. When you make a skills inventory, you just focus on training as skills; however, PMS focuses on the impact of the training skills.
This system is not just for a salary increase but to ensure that direct and indirect costs associated with each department are managed effectively. Obviously, without the requisite skills, the costs cannot be managed. To know more about PMS, I request you to go through the following link:
https://www.citehr.com/511936-pms-company.html
Though the heading of the above post is about an IT company, the reply is applicable to all industries. In the link above, you will find a few more links. I recommend you go through all the links patiently. This will help you in clearing your misgivings, if any, on the subject of PMS.
Developing competence in designing KPIs is a time-consuming process. It requires working under some expert. Otherwise, you may do more harm than good.
Do you wish to hire my consulting services to establish a comprehensive PMS? I have worked for the world's second-largest logistics company. I know the challenges of the logistics industry. Please check with your management and confirm. If you wish to know more about my consulting services, then you may click here to check the presentation.
Thanks,
Dinesh Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
I have written in my earlier post that before you develop a skills matrix, you need to be sure about the measures of performance of each department. For this, you need to institute a comprehensive Performance Management System (PMS). Let me give an example of your own department. When you make a skills inventory, you just focus on training as skills; however, PMS focuses on the impact of the training skills.
This system is not just for a salary increase but to ensure that direct and indirect costs associated with each department are managed effectively. Obviously, without the requisite skills, the costs cannot be managed. To know more about PMS, I request you to go through the following link:
https://www.citehr.com/511936-pms-company.html
Though the heading of the above post is about an IT company, the reply is applicable to all industries. In the link above, you will find a few more links. I recommend you go through all the links patiently. This will help you in clearing your misgivings, if any, on the subject of PMS.
Developing competence in designing KPIs is a time-consuming process. It requires working under some expert. Otherwise, you may do more harm than good.
Do you wish to hire my consulting services to establish a comprehensive PMS? I have worked for the world's second-largest logistics company. I know the challenges of the logistics industry. Please check with your management and confirm. If you wish to know more about my consulting services, then you may click here to check the presentation.
Thanks,
Dinesh Divekar
From India, Bangalore
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Hi,
Skill Matrices for Executives & Managers.
Employees do possess soft or behavioral skill sets as well as technical or functional skill matrices. Behavioral skill sets like decision-making, strategy and direction, learning and agility, team collaboration, entrepreneurial skills, etc., make all of us behave in groups and perform better. It may be a requirement of a role holder, for example, an HR Manager should be at level 4 (very good) out of 5 (excellent) in team collaboration, but after assessment, found to be at level 3. Then, he needs to bridge the gap within a given time.
Likewise, in another case, a role holder's functional skill sets are to be provided by his immediate superior. It will vary from role to role at the individual's level. For example, in the case of an HR manager, one skill set is training others should be at level 4 - which means he or she knows the contents, is equipped with methodologies, and now as an expert, can train others. Level 1 indicates no knowledge and no skill.
Skill Matrices for Operators, Workers - Here, in this case, an operator is expected to exhibit discipline, regularity, obedience, honesty, etc., as prime soft skill sets. In case of gaps in specific measures, gap correction should be made with feedback or through behavioral training. In terms of technical skills, as mentioned above, training needs to be identified. After assessment from L1 to L5 level, a spider graph, also known as radar graph, needs to be drawn to identify level differences and execute a training plan to ensure correction. Let's take an example of a fitter. If assessed at level 2 in one of his skills, e.g., pump repair jobs, then train him to level 3 and ensure that he reaches level 4 within a stipulated period, say 6-8 months. In this situation, repetitive pump failures, maintenance hours, cost of new pumps, and overtime wages will also drastically improve.
I hope there is a fair idea about this noble subject now. Feel free to write or ask for clarification if needed.
Best regards,
RDS Yadav, Management Consultant, and Trainer, 09634532026
From India, Bareilly
Acknowledge(0)Amend(0)
Skill Matrices for Executives & Managers.
Employees do possess soft or behavioral skill sets as well as technical or functional skill matrices. Behavioral skill sets like decision-making, strategy and direction, learning and agility, team collaboration, entrepreneurial skills, etc., make all of us behave in groups and perform better. It may be a requirement of a role holder, for example, an HR Manager should be at level 4 (very good) out of 5 (excellent) in team collaboration, but after assessment, found to be at level 3. Then, he needs to bridge the gap within a given time.
Likewise, in another case, a role holder's functional skill sets are to be provided by his immediate superior. It will vary from role to role at the individual's level. For example, in the case of an HR manager, one skill set is training others should be at level 4 - which means he or she knows the contents, is equipped with methodologies, and now as an expert, can train others. Level 1 indicates no knowledge and no skill.
Skill Matrices for Operators, Workers - Here, in this case, an operator is expected to exhibit discipline, regularity, obedience, honesty, etc., as prime soft skill sets. In case of gaps in specific measures, gap correction should be made with feedback or through behavioral training. In terms of technical skills, as mentioned above, training needs to be identified. After assessment from L1 to L5 level, a spider graph, also known as radar graph, needs to be drawn to identify level differences and execute a training plan to ensure correction. Let's take an example of a fitter. If assessed at level 2 in one of his skills, e.g., pump repair jobs, then train him to level 3 and ensure that he reaches level 4 within a stipulated period, say 6-8 months. In this situation, repetitive pump failures, maintenance hours, cost of new pumps, and overtime wages will also drastically improve.
I hope there is a fair idea about this noble subject now. Feel free to write or ask for clarification if needed.
Best regards,
RDS Yadav, Management Consultant, and Trainer, 09634532026
From India, Bareilly
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