Role coverage and skill gap analysis are a key business process that materially improves success in achieving goals and introducing new capabilities. Ibbaka has a simple solution for this process that provides immediate insights for individuals and managers. Skill surveys are not a once and done thing. Make a habit of skill surveys to see trends and test the impact of interventions.

Value-based pricing and value-based selling are key growth strategies and are especially important when it comes to introducing innovations. What are the common roles in value-based pricing? What skills are needed by these roles? If you are introducing value based approaches, you should test your role coverage and see if you have skill gaps.

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.

SkillRank is how Ibbaka estimates a person’s level of expertise on a specific skill. Bayesian methods are used to estimate both competence and our confidence in the evidence. Various forms of evidence are used to estimate expertise of which the most important are social proof.

Competency frameworks and competency models are an important way to organize the skills needed to perform work and achieve goals. They frame the relationships between all the different things used to describe jobs and roles and connect them to performance. Competency models can seed the development of a skill graph and can also be used as a lens to look into a large skill graph.

More and more companies are investing in skill management platforms. Virtually any company that relies on the skills of its people to deliver services, develop innovations and create value for its customers need to be able to answer critical business questions on skills.

Categorization is a fundamental cognitive ability - something that is critical in almost any human thought. Deeply rooted in philosophy, it is present in nearly every human activity. We love to organize things, sort them and apply labels to every box. How are we going to categorize skills?

Typing "Skill Graph" into Google produces many results. So, what exactly is this Skill Graph that talent and skill management companies talk about. Regardless of the approach, Skill Graph focuses on relationships between all sorts of things - from Skills to Roles, Experiences and Learning.

Role Coverage and Skill Coverage play a vital part in the insights generating function of the Ibbaka Talent Platform. It gives both individuals and managers a view of strengths and weaknesses and, above all, opportunities for improvement. Organizations need to measure role coverage to know if they can achieve their goals.

When a current workforce's skill set doesn't align with the skills required by their job or a role, we have a skill gap. Despite the negative connotation associated with the meaning of a "gap," this is a good thing. This mismatch opens an opportunity for individuals, as well as companies, to improve.

Core Concepts: Skill. Skills are the atomic element of skill management. They are the most general concept and are aggregated and connected in many different ways. Skills are based on the application of knowledge, in the appropriate context and are often supported by muscle memory and unconscious connections.

There is a natural tendency to organize or categorize. To help us sort the skills on the platform, we created the following categories: Foundation, Business, Design, Technical, Social, Tool, Domaine and Other. We also use another grouping to deepen our knowledge and inform the Skill Graph. These are Complementary, Associated and Connecting Skills.

The KSA model is used to define the requirements for a job or position, allowing employers to compare candidates before selecting. Let’s find out more of how Knowledge, Skills, and Abilities or Attribute support a successful role placement.

Business roles are positions that have specific sets of responsibilities. Can you play many roles while being in the same job? How vital are well-defined roles in the current economy? For Ibbaka, Role is one of the Core Concepts deeply rooted inside the platform.

Core Concepts: Critical Skill On Ibbaka Talent platform, we categorize them as "foundational skills" - the skills necessary for learning or supporting other skills. Skills that allow us to think independently about something objectively and critically expressing thoughts, ideas and beliefs in a way that is easy to understand.

Ibbaka collects competency frameworks of all sorts for reference. We want to see if we can represent them properly in our skill management system and see if they contain skills we should add to our skill graph. GreenComp: The European Sustainable Competence Framework is a set of twelve competencies developed by the European Union to support the development of sustainable societies and organizations.

Ibbaka supports the Design Thinking Group on LinkedIn. We take a design thinking approach to our work on skill and competency models and to value-based pricing and customer value management. The group has grown steadily through the pandemic and now has more than 185,000 members. Let’s see where these people come from.

Work on IEEE 1484.40.2 Defining Competencies is nearing completion. Eric Shepherd has shared an excellent presentation The Value of Competency Definitions and Frameworks. We share a few slides here and connect it to Ibbaka’s work in this area.

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.