The matrix should be updated on an ongoing basis, it cannot be a once-created and “dead” tool. It is worth using it once a quarter, for example, to assess the development of team members and discuss their competencies in relation to historical data and company requirements during 1:1 meetings.
The matrix can include many competencies and skills (both “soft” ones, such as communication, and “hard” ones, such as knowledge of a given tool), as well as an extensive scale, such as 1-10. However, the simplest matrix – which can be developed relatively quickly – is based on a five-point scale (1-5, where 1 is “poor” and 5 is “very good”).
Note: For the matrix and competency assessment to be understandable to colleagues, each skill must have a defined definition of what a given competency/skill level represents.
For example: “Creating offers for clients”:
- Does not know how to create an offer. Has no experience.
Knows the components of an offer, such as Excel with pricing, program creation, and content.
- Can create a simple offer for a single service.
Can create simple and complex offers for clients and explain them to the client.
- Conducts internal offer creation training for novice salespeople.
Or
1: Not as expected
Does not know how to perform a given activity; has never done it before.
Or
2: Significantly below expectations
Beginning to acquire a given skill or competency.
Or
3: Below expectations
Already possesses basic skills in a given area, but cannot yet work fully independently.
Or
4: As expected
Can handle most situations requiring a given skill. Needs support primarily in new situations.
Or
5: Above expectations
Has mastered a given skill well enough to teach it to other employees, or, for example, lead a recruitment process for a given position.
| Competences | Anna Z. | Piotr K. | Józef S. |
|---|---|---|---|
| Creating offers | 3 | 5 | 1 |
| Sharing knowledge with peers | 3 | 3 | 1 |
| Handling customer complaints | 4 | 3 | 3 |
| Knowledge of Google Ads | 5 | 1 | 4 |
