Earlier this year (2022), Ibbaka deployed a survey to understand how leaders are gathering and using skill data in their organizations. Our key objective was to understand the types of goals that leaders have for leveraging skill data, as well as to understand what’s hard about gathering and analyzing skill data.

A skills gap analysis is used to identify the employee or team skill gaps through Self-assessments and Peer-assessments, whether qualitative or quantitative analysis. The objective of this process is to identify any discrepancies between the current skill level and the required or suggested.

How do you go about measuring role coverage and skill gaps at the organizational level? There are a series of steps one takes to do this. This post covers the key things you need to know if you have the right people and enough people for the critical roles that will drive growth.

Role coverage and skill gap analysis are needed to ensure that organizations can execute their strategies and achieve their goals. They also play a critical role when adding new capabilities or making a change in direction. They give the insights needed to build skills internally or to hire the right people.

Skill data can become an important source of insight to empower individuals as they map their career path and goals. It is also a boon to decision makers who need to make sure they have the right people in the right roles to deliver on their organization’s goals.

Find the common thread connecting three key use cases for understanding team skills: Identifying the right team members based on skill profiles; Uncovering hidden opportunities and gaps for the team to learn, using skill; Facilitating learning communities and communities of practice using a team. What value drivers are in play for all three of these use cases?

Many organizations are moving to implement skill management as a core capability for 2022. Here is some guidance on the decisions you will need to make as you prepare for skill management at your company. To succeed with skill management requires an openness to bottom up emergence of skills and roles and the guidance of a skill and competency model.

Teams are central to how we work today and building teams is critical to performance. See how Ibbaka support building skill-based teams and why understanding team skill coverage is so important.

Skill management is transforming how businesses develop people and align them to work. It is a powerful way to discover new potential and put it to work. At Ibbaka, we roll out skill management across a for phase cycle. It is a cycle as each phase builds on the one before and feeds back into it, creating new value for individuals, teams and the organization.

Design thinking is a compelling way to bring more creativity to business problem solving. Ibbaka is offering a pilot program that will support you with testing design thinking in your own culture and environment. Get access to the Ibbaka Talent platform, shape a design thinking competency model to your business, get coaching on a project team.

Data literacy is not one big thing. Leading companies have developed clear personas that they use to guide the development of their data literacy capability. At Widen Collective, a Digital Asset Management company based in Madison WI, the three personas are the data consumer, the data discoverer and the data designer.

Asking good questions of the massive amounts of data your organization is collecting is a critical part of data literacy. How you formulate these questions impacts your ability to make good decisions that will drive value-generating outcomes. We go into this by looking at one of the critical questions in skill management. “Do we have the skills needed to realize our vision?”

Assessments are an important part of work in skill and competencies. It is human nature to want to know how we are doing and to compare ourselves with others. Ibbaka has been doing research in this area and has just published a report of our findings.

Skills and competencies are both important to capability development. Skills are the more fundamental and granular construct, competencies can be thought of as clusters of skills in the context of behaviors, activities or tasks. Should you be assessing skills or competencies? We look at the advantages and disadvantages of each approach.

Annual performance reviews are a thing of the past. The world is too fluid and performance too multidimensional for that. Understanding skills, providing feedback, enabling conversations has to happen real time. More than that, any assessment needs to be put in the context of current roles and the teams a person is working on. This is what Ibbaka does.