1. SKILLS AUDITS The Skills Framework
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2. OUTLINE The Skills Audit Benefits Techniques Competence
Current strategies
Case study
Implementation in different organisations
Cost implications
Problems of not conducting a skills audit
The Skills Framework
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3. The Skills Audit
“A key piece of information an organisation needs to improve is to know what skills and knowledge the organisation requires and what skills and knowledge the organisation currently has’ (
The Skills Framework
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4. Definition of a Skills Audit
“ a process for measuring the skills of an individual or group”
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5. Purpose and uses of skills audits
The key piece of information an organisation needs to improve and to deliver to its Mission Statement and strategy is to know what skills and knowledge the organisation requires and what skills and knowledge the organisation currently has.
The Skills Framework
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6. Purpose and uses of skills audits
This information is essential for a number of reasons:
know where to improve.
better planned and more focused T&D.
better defined recruitment needs.
easier placement decisions.
enablement of career pathing and succession planning.
The Skills Framework
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7. Benefits Valid and valuable workplace skills plans
Improved skills and knowledge.
Lower training and development costs because development efforts are more focused.
Acquisition and use of information that can be used for purposes such as internal employee selection and placement.
Increased productivity as people are better matched to their positions.
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8. Techniques Skills matrix Skills audit results Plans
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9. Applied competence
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10. Foundational competence
“The demonstrated understanding of what the learner is doing and why. “
This underpins the practical competence and therefore the actions taken.
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11. Practical competence
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12. Reflexive competence
“The learner demonstrates the ability to integrate or connect performance with understanding so as to show the learner is able to adapt to changed circumstances appropriately and responsibly, and to explain the reason behind an action.”
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13. Competency development
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14. Current Strategies 1. Self-audits 2. Panel audits 3. Consultant audits
4. One-on-one audits
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15. Skills audit process flow
2. Scheduling
3. Preparation
Gap
analysis
1. Communication
- Training
- Information sharing
- Instructions for self-audits.
4. Conduct panel audits
Rating
Evidence
6. Reporting
Individual
Divisional
Organisational
5. Feedback
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16. Rating scale Rating Description Example
0 No evidence of An individual does not currently display
competence display any form or level of competence in the
skill listed. He or she may require formal training and exposure to the skill in the workplace.
0.25 Some evidence of The individual may demonstrate part competence competence, but definitely needs formal training and exposure to the skill in the workplace.
0.5 Evidence of An individual is competent, but needs to
competence, needs improve. Training is the most effective solution.
further training The individual may be at a lower level than the position requires, i.e. at linear, instead of complex level.
0.75 Evidence of The individual is competent and has undergone
competence, needs training. Further exposure in the workplace
more exposure to the would ensure improvement and full competence.
skill The individual may be at a lower level than the position requires, i.e. at linear, instead of intermediate level.
1 Full evidence of The individual is competent in the skills at the competence level allocated to his/ her position.
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17. Types of evidence 1. Direct - evidence produced by the employee
2. Indirect - Evidence produced about the employee
3. Historical - Evidence about the employee’s past performance
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18. Pitfalls to avoid during a skills audit
1. The Halo Effect
2. Perfectionism/Non Perfectionism
3. External Factors
4. Self-perception
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19. Self-perception
“... the way in which we know and think about ourselves, in other words the characteristics, qualities and inner states that we attribute to ourselves.”
The individual self-audit is effected by a person’s self-perception.
The Skills Framework
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20. The principles of good skills audits
1. Fairness
2. Validity & Reliability
3. Transparency/ Openness
4. Constructive feedback
5. Evaluation of evidence
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21. Constructive feedback
Turn problems into opportunities
Provide constructive feedback
Be objective
Relate feedback to the employee’s needs
Discuss the company’s grievance procedure in an open, non-threatening manner.
The Skills Framework
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22. Evaluation of evidence
Use the VACCS checklist. Is the evidence;
valid
authentic
current
consistent
sufficient
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23. Questions Examples of questions to ask when conducting a skills audit:
Does this individual demonstrate competence in this particular skill in the workplace?
How does the individual demonstrate competence?
What evidence is available that proves competence?
Is this evidence valid, authentic, consistent, current and sufficient to prove competence?
What specific examples of competent behaviour exist? When have you observed or heard of evidence of competence?
Is the rating justified in terms of the available evidence?
Does the individual’s knowledge allow competent application of a particular skill?
The Skills Framework
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24. Reporting skills audit results
1. Organisational pie chart
2. Divisional radar report
3. Individual competence profile
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25. 1. Organisational pie chart
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26. 2. Divisional radar report
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27. 3. Individual competence profile
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28. Case study
Large agricultural bank implemented over 5 months with scope of over 900 employees in 329 sites across the country. Process involved:
Skills matrix development (competencies)
Training
Individual self-audit
Panel skills audit
Rating verification
Individual feedback
Analysis and reporting
The Skills Framework
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29. Different size organisations
Implementation in SMME versus larger organisations only differs with regards to project timeframes and costs.
timeframes and costs are established by identifying number of departments, number of jobs, number of individuals, purpose of the skills audit, skills audit approach and whether external consultants are to be used or not.
In smaller organisations, the most basic and essential skills audit steps include competence identification and rating individual competence levels.
The key objective of the skills audit is to ensure usefulness of information in achieving organisational strategy through skills development.
The Skills Framework
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30. Cost implications Training Time Administrative expenses
Information systems/ software
Communication
Use of consultants, where necessary
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31. Problems in not implementing skills audits
Invalid and unreliable training plans
Non-specific training plans
Little or no commitment to training & development
Little or no alignment of training and development to organisational strategy and objectives
Non-implementation of the workplace skills plan and therefore the organisation will not be able to claim reporting grants
The Skills Framework
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32. Questions Heather Watson 082 773 7779 wit@mweb.co.za
The Skills Framework
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The Skills Framework
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