Skills management: decide what to develop

Skills management connects organisational needs to what people need to know and do. A clear catalogue, learning and evaluation evidence and development conversations help choose priorities. Classifying people as technical, human or conceptual is not a complete description of the skills required for a role.

Start with a concrete problem: prepare a team for a new operation, develop future managers or identify learning needs. Aim for explainable decisions rather than permanent labels for people.

Define understandable skills and levels

Identify relevant technical and behavioural skills. Describe levels through observable examples. Involve role owners and review the catalogue when tools, processes or responsibilities change.

Give each skill a clear name and definition.
Avoid duplicate entries and terms that mean different things across teams.
Explain criteria and who can record or review evidence.
Define development priorities and owners.

A recorded level is not professional certification and does not determine role suitability on its own.

Combine sources without treating signals as equivalent

GFoundry Skills Mapping uses catalogue skills and sources with their own rules. Learn, Recognition and Evaluation can contribute to the available picture. Skills Mapping documentation explains the workflow.

Finishing a video, opening a PDF, answering a quiz and receiving an evaluation provide different evidence. Recognition can add skill-related endorsements; completed evaluations can add ratings for associated skills. Consider quality, dates and coverage rather than interaction counts alone.

Practice, workplace observation and manager conversations remain important. One quiz does not certify mastery; missing data does not demonstrate a lack of skill.

Turn gaps into actions with follow-up

Choose a few priorities and combine learning, practice, feedback and application opportunities. Development plans need actions, owners, deadlines and follow-up criteria. Review progress and adjust the journey.

Five challenges and practical responses

An oversized catalogue: start with priority roles and needs.
Inconsistent criteria: align examples and prepare evaluators.
Limited evidence: state the limits and collect appropriate signals.
Concern about evaluation: explain the purpose and discuss context.
Learning without application: combine content with practice and follow-up.

Use the map to start a conversation

The Skills Mapping dashboard supports reading skill coverage by population, period and available filters. Its heatmap organises the picture into five levels. Check what each signal means and where it comes from before comparing teams.

Platform activity is not a synonym for potential, productivity or promotion readiness. Roles, access and learning opportunities affect records. Career decisions need context and human review.

Connect development to talent management in GFoundry

Competency and Skills Mapping

Learn organises content and programmes; Evaluation supports performance and development. Learning Designer prepares courses from a PDF or brief through proposals, confirmation and review. Role-Play Coach supports voice or text conversation practice with structured feedback.

Premium adds individual context through Talent Insights and workforce insights through People Intelligence. Talent Strategist is the agent for exploring talent questions. Talent Insights can support mentoring matching; GFoundry automatically suggests pairs for HR to review and approve.

Bring a real skill and learning journey to a demonstration. Explore agents and services and compare plans. Define what you need to track and how you will check workplace application.