6 Prepare a Skills Matrix | Matrix (Mathematics) | Business

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‘How to -
Prepare a Skills Matrix’
Introduction
A Skills Matrix is one of the most simple, but highly effective, tools available to assess training needs. It is easily
reviewed and updated, and presents the skills of team members in a single chart.
This guide examines how a Skills Matrix will help you to:
• Review the skills and competences required for roles within the team
• Assess training needs
• Identify gaps in skills within the team
• Build commitment to the development of new skills.
Definition
A Skills Matrix is a table that clearly shows the skills held by individuals in a team, and the skills gaps within a team.
Key steps in preparing a Skills Matrix
To get the most out of your Skills Matrix you will need to:
1.Identify the job roles in your team
2. Review and code standards of performance
3. Assess the requirement for on-the-job training.
An example of a completed Skills Matrix is provided at the end of this guide, as well as a blank proforma.
Look at the example, photocopy the proforma, and using your own team as a guide, follow these steps to
prepare a Skills Matrix.
(For more on Organisational Training Plans, see ‘How to Develop an Organisational Training Plan’).
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1. Identifying job roles
List your team members in the left-hand column of the blank proforma. Identify up to 8 key
tasks or roles that your team must fulfil to be effective and achieve its goals. It may help to
use the following tips:
• Ask yourself and your team “What are the main things that individuals in the team have to be able to do?”
• Refer to Job Descriptions for the team.
• Use National Vocational Qualification standards (NVQs) to help compile your list. The standards are a helpful
starting point, which list the key skills required to operate in a wide range of business areas.
• Consider new tasks and skills that may be required of your team in the near future.
• If it becomes too complicated, break the job roles down into some key areas, and create a Skills Matrix for each.
2. Coding and standards of performance
Use a coding system to show who has the skills required, and who requires training. There are a number of
ways of presenting this on the matrix. The most simple is to place a cross in the relevant box for those who can
complete the task, and leave a blank against those who cannot.
Alternatively you could use a colour coding system where:
Red = No skills in this area
Amber = Partly trained in this area
Green = Fully trained in this area.
Another option is to rate the skill level of the individuals with a coding system:
Can complete the task
Can complete the task to the required standard
Can complete the task to the required standard, in the required amount of time
Could do all of the above and train others.
A coding system based on training status is presented at the bottom of the proforma. Try using this system to
create your Skills Matrix.
Remember…
…to avoid any unnecessary duplication of skills and too many people requiring training. Use the box at the
bottom of each column to show the maximum number of people requiring this skill. Review this number
with your team regularly, and according to changing circumstances.
…to update the Skills Matrix regularly. This is a dynamic document that may change due to changes in
priority, personnel, time of year. You could incorporate a review of the matrix into monthly team meetings.
…to gain commitment to training and development by keeping the team involved in updating the matrix
and assessing needs.

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3. Assess the requirement for on-the-job training
You are now in a position to see what requirements you have for new skills to achieve your team objectives.
You can update training as it is completed by each individual and keep track of progress. The maximum number
of people required to be able to complete a skill may vary, and will affect your requirement for on-the-job training.
Skills Matrices and Investors in People
The Investors in People indicators provide a clear framework for assessing training needs. Check the effectiveness
of your current arrangements against the following indicators and associated evidence.
Main Indicator
Indicator 8
People learn and develop effectively.
Evidence:
Managers can describe how they make sure people’s learning and development needs are met.
People can describe how their learning and development needs have been met, what they have learnt and
how they have applied this in their role.
People who are new to the organisation, and those new to a role, can describe how their induction has
helped them to perform effectively.
Skills Matrices are one method of recording existing skills of a team and any gaps where development is required.
Additional Indicators
Indicator 1
A strategy for improving the performance of the organisation is clearly defined and understood.
Evidence:
Managers can describe how they involve people when developing the organisation’s business plan and
when agreeing team and individual objectives.
Skills Matrices help to review training needs at the individual and team level. If you put on the bottom of the matrix
the maximum number of people required to have this skill, you are linking in the organisational requirements.
It is important that employees review the matrix so people feel encouraged to participate.
Tel: 08456 047 047 © Instep (UK) Ltd. - Learning Resources 2005
Web: www.traintogain.gov.uk
Email: traintogain@businesslinksw.co.uk
Example Matrix for an Administration Team
Name
Sam
Jahice
MukIhar
Johh
SuhiIa
Kareh
MaIIhew
No. o! people required
Io be compeIehI
Diary
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Use o!
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Con!idenIiaIiIy Fmergency
Procedures
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Tel: 08456 047 047 © Instep (UK) Ltd. - Learning Resources 2005
Web: www.traintogain.gov.uk
Email: traintogain@businesslinksw.co.uk
Skills Matrix
Name
Sam
Jahice
MukIhar
Johh
SuhiIa
Kareh
MaIIhew
No. o! people required
Io be compeIehI
Diary
ManagemenI
1aking an
Fnquiry
Ordering
5IaIionery
PresenIaIion
o! ReporIs
Keeping emaiI
Records
Use o!
MarkeIing
DaIabase
Con!idenIiaIiIy Fmergency
Procedures
3 7 3 6 7 6 7 5
KFY
Does hoI
require Iraihihg
Requires
Iraihihg
CurrehIly
beihg Iraihed
1raihed Experiehced,
could Iraih oIhers
5kiII
Name
No. o! people required
Io be compeIehI
KFY
Does hoI
require Iraihihg
Requires
Iraihihg
CurrehIly
beihg Iraihed
1raihed Experiehced,
could Iraih oIhers
5kiII
Name
Sam
Jahice
MukIhar
Johh
SuhiIa
Kareh
MaIIhew
No. o! people required
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Diary
ManagemenI
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Ordering
5IaIionery
PresenIaIion
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Keeping emaiI
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Use o!
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Con!idenIiaIiIy Fmergency
Procedures
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Name
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SuhiIa
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No. o! people required
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Diary
ManagemenI
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Con!idenIiaIiIy Fmergency
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