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Skill Gaps & Approaches To Learning & Development | SkillDirector

Identify skill gaps, but not actionable

In this quadrant, a self-assessment is performed, either at the competency level, or at a more granular job-specific level.

  • When performed at the competency level, there is often too little granularity to indicate what behavior changes are required. E.g., if you’re evaluated as being too low in business acumen, what do you do? The results are simply not relevant enough and therefore there is insufficient buy-in.
  • When performed at a granular level, employees know exactly what the problems are, but then what?

In either case, the results are not actionable. Either the gaps are communicated with no action plan, (“here are your strengths, here are your weaknesses, go fix them!”), or may be provided to the manager with the message, “go coach them up!”

For the business, lack of actionability leads to unresolved skill gaps. Employees miss targets and opportunities, and though you know why they’ve been missed, you’ve done nothing proactively to fix it. Managers who attempt fixes on their own without support may waste search time, select the wrong development activities, waste time and money, while further falling further behind competitors.

You may be in this quadrant if:

  • You pay for a survey or an assessment of your employees, and nothing is done after the results are provided
  • Employees are frustrated with the inability to close skill gaps
  • Employee exit interviews frequently cite lack of development opportunities or structure
  • Manager exit interviews frequently cite lack of development support for employees
  • You can’t keep up with changing development requests from managers – the needs appear to be always changing

Understanding the 4 stages of personalized learning