技能缺口洞察+Skills+Gap+Analysis

SkillsGap

Analysis

Astep-by-stepguide

forL&Dprofessionals

the

“

87%oforganizationswillhaveaskillgapinthenextfewyears.ASkills

GapAnalysisisthetoolyouneedtoensureyourorganizationremainscompetitive.

Overcomingskillsgap

Source:

McKinsey

Didyouknowthat87%oforganizationswillhaveaskills

gapinthenextfewyears?

Findingmorepeopletofillinthegapisnottheanswer.

Upskillingis.

Youdon’thavetoleaveaddressingyourskillsgapupto

fate,ortoanunpredictablelabormarket.Youalreadyhaveapoolofdiverseskillsetswaitingtobedevelopedtotheir

fullpotential.

Allyouneedtodoisunderstandhowyoucanupskillyour

peopletoachievekeybusinessobjectives.

Andthat’swhereaSkillsGapAnalysiscomesin.

Thistoolallowsyoutodeterminethegapbetweenyour

workforce’scurrentskillsandthosethattheyneedto

succeedinthefuture.

2

Howtousethisguide

Inthisguide,wewillexplainstep-by-stephowyoucan

carryoutathoroughskillsgapanalysisforspecificjob

titlesinyourorganization.

Thiswillallowyouto:

●Identifythemostimportanttrendsanddevelopmentsaffectingyourbusiness.

●Determinetheessentialskillsandknowledgeyouremployeesarecurrentlymissing.

Withtheseinsights,youwillbeabletoeffectively

addressyourorganization’sskillsgapthroughtargeted

measures.Thisishowyoucanensurethatyour

employeesandorganizationshavethecapabilitiesto

thrivenowandinthefuture!

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The5stepsoftheSkillsGapAnalysis

Page23

Step5.SkillsGapAnalysisworkshop

Performtheanalysisandcreateanactionplan.

Page16

Step4.Quantitativeimpactworkshop

Usethepredictedchangesinworktocalculatethesizeofyourfutureworkforce.

Step3.QualitativeimpactworkshopPage13

AnalyzewhatthetrendsmeantoyourorganizationandhowL&Dcanhelp.

Page9

Step2.Trends&developmentworkshop

Discoverwhichfactorsaregoingtoshapethefutureofyourworkforce.

Page5

Step1.Intake

Laythefoundationforthesuccessofyourproject.

4

Step1.Intake

foundation

Inthiscriticalfirststep,youwilllaythe

fortheproject’ssuccess.

Youhavefourmaingoals:

●Clarifytheprojectobjective

●Definethescope

●Selectteammembers

●Createtheprojectplanning

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Step1.Intake

1.Gettherightstakeholders

Inthisfirststep,youwillneedtoarrangeanintake

meeting.Thisiswhereyouwillmakedecisionsthatwill

affecttheentireskillsgapanalysisprocess.Which

makesitcrucialthatyougathertherightpeopleto

provideinputandinsightforthismeeting.

Tips

Yourintakemeetingshouldinclude:

●Abusinessleader

●Aprojectmanager

●AnHRBusinessPartner

2.Createaclearobjective

Startwithcreatingaclearoverviewofthecrucialskillsyourorganizationiscurrentlymissing.Makesuretodig

deeptogettothebottomoftheissue.

Todothis,youshouldaskthemeetingattendees

questionssuchas:

●Whatchallengeswillyourdepartmentandworkforcelikelyfaceinthefuture?

●Whatproblemsshouldwesolveinthisproject?

●Whataretheurgencyandtimelineforthisproject?

Thisshouldhelpyoudetermineexactlywhatitisthat

yourskillsgapanalysisneedstoaddress.

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Step1.Intake

3.Definetheprojectscope

It’salwaysgoodtohaveageneralideaofthe

challengesahead.Butyoualsoneedtothinkabout

whetheryouwanttofocusonacertaindepartment,or

maybespecificjobs.

Whendiscussingprojectscope,youalsoneedtodecide

ontheproject’stimehorizon.Doyouwanttocreatea

skillsgapanalysisfor5yearsdowntheline?Oreven

further?

Thiswilldependontheneedsandsituationofyour

organization.Buttheusualprojectswillhaveascopeof

between4and10years.

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Step1.Intake

4.Selectprojectteammembers

Thoseattendingtheintakemeetingswon’tbetheonly

onesprovidinginputforyourskillsgapanalysis.You

shouldalsoconsultothersinyourorganization,suchas:

●Analyst(orafinancialcontroller)

●Managers

●Subjectofanalysis

●Recruiters

●L&Dspecialists

Tips

Whoyouconsultshouldbebasedonthe

challengesintheprojectscope.Forexample,if

youwillonlyfocusontrainingcurrent

employeesandnothiringnewones,youcan

considerleavingoutrecruiters.

5.Createaprojectplanning

Themainfactorhereistheurgencyoftheproject.Ifa

skillsgapisalreadyaffectingyourorganization,youcan

aimtowrapuptheprojectinamatterofweeks.Ifthe

skillsgapislesspressing,youcanalsoconsider

spreadingtheprojectoverseveralmonths.

Nowthatyouhavelaidthefoundationforyourskillsgapanalysisproject,let’sheadtothesecondstepof

thisprocess.

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Step2.Trends&developmentworkshop

Let’sdiscoverwhichfactorswillshapethe

futureofyourworkforce.

Thisisthefirstworkshopwithyourcomplete

projectteam.Yourgoalsare:

●Makingsureeveryoneiscaughtup

●Explainingthescopeandobjective

●Mappingdevelopmentandtrends

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Step2.Trends&developmentworkshop

2.Mapdevelopmentsandtrends

Yourgoalinthisworkshopistocreateanoverviewofthemostimpactfultrendsanddevelopmentsaffectingyourorganization’scurrentjobsandwaysofworking.

Thesetrendscaneitherbeinternalorexternal.

Tips

Thisishowyoucanexploretrendsinastructured

way:

1.Explainthescopeandobjective

Firstthingsfirst:youneedtoupdatetheentireteamon

thedetailsoftheproject.Thismeansmakingsureto

informnewmembersonthegoaloftheskillsgap

analysis,aswellastheprojectscopeandtimeline.

1.First,everyoneworksindividually.Havetheentireteamtake15minutestolisttrendsand

developmentstheythinkareimportant.

2.Pairup.Ingroupsof2or3,discusstheideas

andtrytocombinethemifpossible.

3.Bringtheteambacktogetherandplotthe

trendsinanimpact/probabilitymatrix.

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Step2.Trends&developmentworkshop

High

3.Selecttrendsusingamatrix

Animpact/probabilitymatrixisanusefultooltoquickly

rankthevarioustrendsyourteamhasidentified.

Trendstofocuson

It’sbesttoincludeamaximumof5trends.Thishelps

yousavetimeandfocustheprojecttocreateamore

detailedandactionableplan.Thematrixprovidesa

quickandeasywaytoselectthesetrends.

Impact

Here’showyoucansetitup:

1.Drawamatrixthatletsyoumaptheimpactand

probabilityoftrends.

2.Divideitintofourquadrants.

3.Markwhereeachtrendsitsonthematrix.

Onceyou’redone,you’llbeabletoseeataglance

Low

LowProbabilityHigh

whichtrendshavethehighestimpactandprobability.

Thesewillneedtobeincludedintheproject.

Step2.Trends&developmentworkshop

4.Trendsdiscussion

Onceyouhaveselectedyourtrends,it’stimetodiscuss

themfurther.Askyourteamquestionssuchas:

●Whathappensifwedon’tactonthesetrends?

●Willthesejobsstillexistinthefuture?

●Whichtaskswillchange?Whichoneswillremain?

Withtheseanswers,youwillhavegreatinputforthe

nextworkshop!

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Step3.Qualitativeimpactworkshop

It’stimetofindoutwhatthetrendsmeanforyour

organization,andhowL&Dcanhelp.

Thisworkshopfocusesonexploringtheeffectsofthe

trendsyou’veselectedonthreekeyareas.

Fromthis,youwillgetaclearerpicture

ofthechallengesahead,makingit

easiertoperformyouranalysis.

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Step3.Qualitativeimpactworkshop

1.Context:Whatwillchangeinyour

employees’surroundings?

Considerhowthetrendswillchangeyouremployees’

everydaywork.Thiscanbeabsolutelyanythingtodo

withtheirwork,suchas:

●Customers

●Stakeholders

●Systemsandtools

2.Results:Whatwillthejob’sfuture

objectivesbe?

Havetheteamanswerquestionssuchas:

●Whichtaskswilltheemployeeperform?

●Whatproductsorserviceswilltheydeliver?

●WhatwilltheirKPIsbe?

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Step3.Qualitativeimpactworkshop

3.Employees:Whatwillthesechanges

meanfortheemployee?

Nowthatyouhaveabetterunderstandingoftheimpact

ofthechanges,youcanexplorewhatthesechanges

meanfortheemployeeonapersonallevel.

Tips

Asktheteamtoconsidermatterssuchas:

●Whatexpertisedoestheemployeeneed?

●Whatwillemployeesneedtodoless,more,ordifferently?

●Whatdon’twewanttochangeaboutthejob?

Withtheseanswers,youunderstandwhatlearning

interventionswillbemostvaluabletoyouremployee

andorganization.

Step4.Quantitativeimpactworkshop

Let’susepredictedchangesinworktocalculatethe

sizeofthefutureworkforce.

Yourgoaliscreatingafutureworkforcemodelby:

●Findingthedriversofthenumberofemployees

●Determiningwhatdecidestheamountofworkforaspecificjob

●IdentifyingthelevelofproductivityperFTE

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Idealmembers

Requiredmembers

Step4.Quantitativeimpactworkshop

1.Adjustingtheteam

Inthisstep,youwillneedtodeterminethesizeofthefutureworkforcebasedonthe

changesyouhavemappedsofar.You,andafewothermembersofyourteamdon’t

needtobethereforthisworkshop.

Here’resomesuggestionsforthosewhoneedtojoinandthosewhocanskip

theworkshop:

●Businessmanagers

●Subjectsofanalysis

●Analyst

●Projectmanager

●HRbusinesspartner

Attendanceoptional

●Businessleader

●Recruiter

●L&Dspecialist

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Howdopeoplescoreonthedesiredskills?

Howmanypeopleleftvoluntarilyoverthepastthreeyears?

Howlonghavetheseemployeesworkedforyourorganization?

Howlongdopeopleworkinthesamejob?

Performance

Step4.Quantitativeimpactworkshop

2.Homeworkfortheanalyst

Thisworkshopisallaboutnumbers.Thismeansyou’llneedsomedatatostartwith.Beforetheworkshop,ask

youranalysttogatherthisdatafortheteam.Atthe

startoftheworkshop,reviewthesenumberswiththe

teammemberspresent.

Herearethedatapointsyouranalystshouldfocuson:

Agedistribution

Whatistheagedistributionofyouremployees?

Howmanyemployeesareinscope?

CurrentnumberofFTE

Yearsofservice

Yearsinposition

Voluntaryturnover

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Step4.Quantitativeimpactworkshop

3.Discoverthedriversofwork

Thedriversofworkaretheelementsthatdeterminethe

amountofwork.TheyshowtheFTEyouneed.

Afterreviewingthenumbers,thefirstthingyouneedtodoispinpointthedriversofwork.Thismightnotsound

important,butit’snotunusualformanagerstonot

knowwhytheyneed50FTEtogetthejobdoneinstead

of40or60.

Driversofworkexamples

●ThenumberofvacanciesdeterminestheamountofworkforRecruitment.

●ThenumberofplansdeterminestheamountofworkforPlanning.

●ThenumberofcustomerqueriesdeterminestheamountofworkforCustomerService.

4.DeterminetheproductivityperFTE

Youwillbeusingthisproductivityindicatorin

combinationwiththedriverofworktocreatea

workforcemodel.Thismeansyouneedtodetermineproductivityinthesameunitasthedriver.Itshould

alsobecalculatedperyear.

Herearepossibleproductivitylevelsofthe

exampledrivers:

●Arecruitercanmanage60vacanciesayear.

●Aplannercandealwith50invoicesayear.

●Acustomerservicerepcanhandle4300customerqueriesayear.

Ifyourorganizationdoesnotkeeptrackofproductivity

data,youwillneedtomakeaneducatedguess.

Performing

(20%)

analyses

Task3:

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Step4.Quantitativeimpactworkshop

Planningjobbreakdown

Createalistofthetasks(nomorethan5),and

5.Analyzetasks&calculatethesizeof

theworkforce

estimatehowmuchtimeanemployee(FTE)

spendsoneachtask,expressedasapercentage.

Here’sthetaskbreakdownforaplanner:

Tounderstandthefutureimpactofyourselected

trendsanddevelopments,youwillneedtocreatea

moredetailedbreakdownofhowtasksareperformed.

Task4:Team

meeting(10%)

Toachievethis,createanoverviewofthetasksneeded

forthedriversyou’vepreviouslyidentified.Withthis,

youwillbeabletomoreaccuratelycalculatetheimpact

oftrendsanddevelopmentsonthe(future)workforce.

Example

Task

theplan

1:Making

(50%)

Normally,aplannerwillspend50%oftheirtime

2:

TaskCollecting

data(20%)

makingplans.Butifyouexpectthatanalgorithmwill

make30%oftheplansin5years’time,thenyouwill

onlyneed85%ofyourcurrentFTEtocompletethe

sameamountofwork.

Step4.Quantitativeimpactworkshop

Example

6.Determinethechangesperyear

Let’sreturntotheexampleoftheplanning

algorithm.Youexpectthatin5years’time,30%

ofplanswillbemadeusinganalgorithm.

Thismeansthatin5years,yourworkforcewill

beaffected.However,beforethathappens,you

needtopeopletoknowhowtomakeaplanto

generatedataforatraining,validation,and

testingdataset.

Timetoestimatethechangesperyear.Foreachofthe

trends,mapoutwhatneedstohappenperyear.Based

onthat,youwillbeabletocalculatetheimpacton

theworkforce.

Youwillneedyourcurrentplannerstodothis,

sotheFTEmightremainthesameforthe

comingyears.

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Step4.Quantitativeimpactworkshop

7.Createatableofchangingtasks

Youwon’tusethisinyourmodel,butit’simportantfor

thenextworkshop.Foreachyearofyouranalysis,put

inthetimespentpertaskandmakeanoteofwhen

newtaskswillbeaddedtoajob.

8.Makeamodel

Aftertheworkshop,theanalystwillmakeanFTE

demandmodelbasedontheworkshopoutcomes,and

theturnoverandretirementdatagatheredbeforehand.

RememberthatthenumberofFTEthemodelpredicts

isanestimate,nottheexactnumber.Youwillneedto

remodeleveryyear.ThenumberofFTEwillbemore

preciseeachtimeyougetclosertothefinalyearof

youranalysis.

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Step5.SkillsGapAnalysisworkshop

Inthefinalworkshop,youwillperformtheanalysis

andcreateanactionplan.

plan.

It’snowtimetousetheinputyougatheredinthe

previousstepstomakeaconcreteanalysisand

Yourgoalsare:

●Understandingthegap

●Creatinganactionplan

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Anotherimportantdimensionyouneedtoconsider

ishowchangescanimpactjobsatisfactionin

yourworkforce.

Somechangesmightbepositive.Automating

repetitiveadmintofreeuptimeformorecreative

taskscanmakeyouremployeesmoresatisfied.

Changescanalsoreducethejob’sfunfactor.Youcanoutsourcechallengingtechnicalmaintenance

worktoreduceyourtechstaff’sworkload,butthat

canalsotakeawaytheirmostinterestingtasks.

Ouradviceis:writedownallthedifferencesyoucan

thinkofwhenitcomestoexpertise,skills,andwhat

makesthejobfuntodo.

Extraconsideration:changesinfun

Step5.SkillsGapAnalysisworkshop

1.Analyzethequalitativegap

Wewillusethethreeelementsusedinthethirdstep:

Context,Results,andEmployees.Foreachelement,

considerthechangesthatyouidentified,andthinkofif

andhowthiswillimpactyouremployees.Forexample:

●IfoneofthechangesinContextchangesistheneed

togetnewcustomers,willthesecustomersbe

differenttoyourcurrentclients?Willyour

employeesneednewskillstodealwiththem?

●IfoneofthechangesinResultsistheneedto

performnewactivities,willyourcurrentworkforce

needalearninginterventiontocarryoutthesenew

tasks?

Dothisforallthechangesyouidentifiedinthethird

step,andnoteallthedifferencesbetweenyourcurrentandfuturesituation.Whatwillyouneedtodotoclose

thisgap?

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Step5.SkillsGapAnalysisworkshop

2.Analyzethequantitativegap

Discussthemodelcreatedinthepreviousworkshop

anddeterminehowthepredictedchangeswillimpact

theworkforce.Makeanoteofallthegapsyousee.

It’simportanttokeepinmindthatregardlessoftrends

anddevelopments,youwillhaveaquant