SKILLS MATRICES(CONCISE & EASY - TO - USE

COMPETENCY FRAMEWORKS)

Alan Speed MSc, MCMI, PMPManagement Improvements Ltd

Tel 020 8660 9080alan.speed@managementimprovements.co.uk

www.managementimprovements.co.uk

CIPD Event Presentation on 10 January 2013

WHAT ARE COMPETENCIES ?

The Knowledge, Skills, Behaviours & Qualificationsthat Enable a Person

to Perform a Job Role to the Required Standards

3 TYPES OF COMPETENCIES

1. Input / Technical Competencies

2. Behavioural Competencies3. Output / Results Competencies

INPUT COMPETENCIES

That which a Person brings to a Job, e.g.

• Knowledge• Technical Skills• Age, Health & Formal Qualifications• Interpersonal Skills• Attitudes, Beliefs & Values

BEHAVIOURAL COMPETENCIES

How a Job Holder behaves at work, e.g.

• Honesty• Team Player

• Conscientious• Friendly Nature

• Customer-Focused

OUTPUT / RESULTS COMPETENCIES

Achievements of a Job Holder :• Quantity of Work Produced • Quality of Work• Sales Revenues• Debts Recovered

COMPETENCY FRAMEWORKS

Sets of Competencies required for success :

• Organisation-Wide (Core Competencies)

• Department Specific (e.g. Human Resources)

• Job or Role Specific (e.g. Payroll Clerk)

DEVELOPING COMPETENCY FRAMEWORKS

• Business Plan Analysis

• Job & Task Analysis

• Behavioural Interviews

• Observe Highly Effective Performers

• Use “Off-the-Shelf” Frameworks - (e.g. NVQs, National Occupational Standards, MCI, etc.)

• Representative Group Consultation & Involvement using “METAPLAN” techniques.

COMMON PROBLEMS WITH COMPETENCY FRAMEWORKS

Too Lengthy

Unclear Language

Not User-Friendly

Ignore Technical Competencies

Not Understood

Not - Used

A REAL EXAMPLE OF A SMALL PART OF ONE ORGANISATION’S COMPETENCY FRAMEWORK

Would your people ever use something this complex & verbose ?

SKILLS MATRICES - DESIGN & BENEFITS

Excel Worksheets are used to Clearly & Concisely show :1. The Sets of Knowledge & Skills (Competencies) required within a

Successful Branch, Section or Department

2. Existing Levels of Knowledge & Skills (Competencies) of Each Member of Staff in that Branch, Section or Department

3. Knowledge & Skill Gaps

4. Staff Flexibility

5. Training & Development Needs of Each Member of Staff

6. Knowledge & Skills Required by New Staff (at Time of Recruitment)

7. Results of Training & Development Efforts & Initiatives

A BLANK SKILLS MATRIXMEMBERS OF STAFF

Skill Area 1 Skill Area 2 Skill Area 3 Skill Area 4 Skill Area 5REMARKS

A

B

C

D

E

F

G

H

I

J

Existing No. of Skilled* Staff *Staff at Levels 2 & 3

Ideal No. of Skilled* Staff *Staff at Levels 2 & 3

Skill Shortages

OUR FIRST REAL SKILLS MATRIXFor a Trade Finance Marketing Department of a Bank in London

MEMBERS OF STAFF Product Knowledge Market Knowledge (Country/Commodity)

Risk Assess-

ment

Structuring & Pricing

Transactions

Preparing Documentation Computer Skills Selling Skills

Let

ters

of C

redi

t G

uara

ntee

s/B

onds

For

faiti

ng R

ecei

vabl

es F

inan

ce S

tock

Fin

ance

Stru

ctur

ed T

rade

Fin

ance

Cou

ntry

A C

ount

ry B

Cou

ntry

C

Oil

LM

E M

etal

s S

oft C

omm

oditi

es

Cre

dit R

isk

Tra

de F

inan

ce R

isk

Stru

ctur

ing

Pric

ing

Pre

parin

g C

redi

t App

licat

ions

Let

ters

of C

redi

t G

uara

ntes

s/B

onds

For

faiti

ng R

ecei

vabl

es F

inan

ce S

tock

Fin

ance

Stru

ctur

ed T

rade

Fin

ance

IBIS

MS

Wor

d M

S P

ower

Poi

nt M

S Ex

cel

Pro

spec

ting

Con

tact

ing

Iden

tifyi

ng N

eeds

Pre

sent

ing

Clo

sing

Neg

otia

ting

Fol

low

-up

Susan Smith 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 3 2 1 1 2 1 0 0 0 2

Henry Roberts 3 1 2 2 2 1 1 0 0 0 0 0 2 2 2 2 2 2 1 1 2 1 1 2 2 1 2 2 2 2 2 2 2 2

Helen Sharman 3 3 3 3 3 2 2 1 1 1 1 1 3 3 2 3 3 3 2 2 2 2 2 1 2 0 2 3 3 3 2 2 2 3

Ali Farhan 2 1 1 1 0 1 3 0 2 2 2 2 2 2 1 1 2 2 1 0 1 0 1 0 2 0 1 2 2 2 2 2 1 2

David Frost 2 2 1 3 3 3 0 2 0 2 0 3 2 3 3 2 2 2 3 1 3 3 3 1 2 0 2 3 3 3 3 2 1 3

Michael Davies 2 1 1 0 0 0 0 0 2 0 0 0 1 1 1 0 0 2 1 0 0 0 0 0 2 3 3 2 2 2 2 0 0 1

Joanna May 2 2 1 3 2 2 1 1 1 0 1 1 3 3 2 1 2 2 2 1 2 2 2 1 2 1 1 2 2 2 2 2 1 2

Stan Bennett 0 0 2 0 0 0 2 0 0 0 0 0 1 1 2 0 1 0 0 2 0 0 0 0 2 1 0 2 1 2 1 1 0 2

Existing No. of Skilled* Staff 6 3 3 4 4 3 3 1 2 2 1 2 5 5 5 3 5 6 3 2 4 3 3 2 8 2 4 7 7 7 6 5 2 7

Ideal No. of Skilled* Staff 6 6 6 6 6 6 4 2 3 2 2 2 7 7 7 7 7 6 6 6 6 6 6 2 8 3 8 7 8 8 7 7 7 7

Skill Shortages 3 3 2 2 3 1 1 1 1 2 2 2 4 2 4 4 3 3 3 1 4 1 1 1 2 5

H.R. DEPARTMENT SKILLS MATRIX Page 1MEMBERS OF STAFF XYZ

Knowledge Legal Knowledge H.R. Planning H.R. Policy Job Analysis

& EvaluationCompensation &

Benefits Recruitment & Selection

XYZ

Gro

up S

truct

ure

XYZ

Stra

tegy

& O

bjec

tives

XYZ

Pro

duct

s &

Ser

vice

sPe

rson

nel D

epar

tmen

t Pol

icie

s

U.K

. Em

ploy

men

t Law

(Gen

eral

)U

.K. M

ater

nity

& S

ickn

ess

Law

U.K

. Equ

al O

ppor

tuni

ties

Law

U,K

. Ind

ustri

al T

ribun

al P

roce

dure

sU

.K. C

ontra

ct L

awU

.K. H

ealth

& S

afet

y La

w

Man

pow

er P

lann

ing

Succ

essi

on P

lann

ing

Staf

f Ret

entio

n

H.R

. Pol

icy

Dev

elop

men

tH

.R. P

olic

y Im

plem

enta

tion

Staf

f Han

dboo

k P

repa

ratio

n &

Upd

atin

gH

.R. P

olic

y R

evie

w &

Eva

luat

ion

Job

Ana

lysi

sPr

epar

ing

Job

Des

crip

tions

Job

Eva

luat

ion

(Usi

ng H

AY S

yste

m)

Mar

ket C

onta

cts

& In

telli

genc

eD

esig

n &

Con

duct

Sal

ary

Sur

veys

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cipa

te in

Sal

ary

Surv

eys

Sala

ry S

truct

ure

Des

ign

Bene

fits

Stru

ctur

e D

esig

n

Prep

arin

g Jo

b &

Per

son

Spec

ifica

tions

Rec

ruitm

ent M

arke

t Kno

wle

dge

Prep

arin

g R

ecru

itmen

t Cop

y / A

dver

tsIn

tern

al S

ourc

ing

of C

andi

date

sEx

tern

al S

ourc

ing

of C

andi

date

sIn

terv

iew

ing

Skill

sAp

titud

e &

Psy

chom

etric

Tes

ting

Sele

ctio

n Sk

ills

Vetti

ng /

Obt

aini

ng R

efer

ence

sIn

duct

ion

of N

ew S

taff

Rel

ated

Cor

resp

onde

nce

& D

ocum

enta

tion

ABCDEFGHIJExisting No. of Skilled* StaffIdeal No. of Skilled* StaffSkill Shortages

PREMISES DEPARTMENT SKILLS MATRIX Page 1MEMBERS OF STAFF XYZ

Knowledge Legal Knowledge H.R. Planning H.R. Policy Job Analysis

& EvaluationCompensation &

Benefits Recruitment & Selection

XY

Z G

roup

Stru

ctur

eX

YZ

Stra

tegy

& O

bjec

tives

XY

Z Pr

oduc

ts &

Ser

vice

sP

erso

nnel

Dep

artm

ent P

olic

ies

U.K

. Em

ploy

men

t Law

(Gen

eral

)U

.K. M

ater

nity

& S

ickn

ess

Law

U.K

. Equ

al O

ppor

tuni

ties

Law

U,K

. Ind

ustri

al T

ribun

al P

roce

dure

sU

.K. C

ontra

ct L

awU

.K. H

ealth

& S

afet

y La

w

Man

pow

er P

lann

ing

Suc

cess

ion

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nnin

gS

taff

Ret

entio

n

H.R

. Pol

icy

Dev

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men

tH

.R. P

olic

y Im

plem

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Sta

ff H

andb

ook

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arat

ion

& U

pdat

ing

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. Pol

icy

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iew

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valu

atio

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Ana

lysi

sP

repa

ring

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Des

crip

tions

Job

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luat

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(Usi

ng H

AY

Sys

tem

)

Mar

ket C

onta

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telli

genc

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esig

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Con

duct

Sal

ary

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eys

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ticip

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in S

alar

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urve

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ruct

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Des

ign

Ben

efits

Stru

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e D

esig

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Pre

parin

g Jo

b &

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son

Spe

cific

atio

nsR

ecru

itmen

t Mar

ket K

now

ledg

eP

repa

ring

Rec

ruitm

ent C

opy

/ Adv

erts

Inte

rnal

Sou

rcin

g of

Can

dida

tes

Ext

erna

l Sou

rcin

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Can

dida

tes

Inte

rvie

win

g S

kills

Apt

itude

& P

sych

omet

ric T

estin

gS

elec

tion

Ski

llsV

ettin

g / O

btai

ning

Ref

eren

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Indu

ctio

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ffR

elat

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orre

spon

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e &

Doc

umen

tatio

n

ABCDEFGHIJExisting No. of Skilled* StaffIdeal No. of Skilled* StaffSkill Shortages

SUSAN’S INDIVIDUAL SKILLS MATRIX

Inst

rum

ent P

urpo

se (f

or X

YZ

& C

/Par

ties)

Inst

rum

ent F

eatu

res

& Te

rmin

olog

y In

stru

men

t Pric

ing

& C

alcu

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ns M

arke

t Rul

es /

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e of

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duct

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hang

e R

ules

(inc

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gin

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men

ts)

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al D

ocum

enta

tion

for t

his

Inst

rum

ent

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ulat

ory

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uire

men

ts (F

SA,

etc

)

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ket &

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dit R

isks

of t

he In

stru

men

t A

ccou

ntin

g / B

ook-

Keep

ing

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es In

stru

men

t Val

uatio

n &

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alua

tion

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fit &

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s Ve

rific

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n &

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ortin

g

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ee P

ositi

ons

with

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lers

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rum

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tic D

ata

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ntry

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ata

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ap S

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rror

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ger S

igns

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now

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evan

t Int

erna

l Con

trols

FX Spot 2 2 1 0 n/a 1 1 1 0 1 0 0 3 2 3 3 n/a n/a n/a 3 4 4 0 n/a 4 n/a 2 4 n/a n/a 0 n/a 2 0 0 3 3 2 FX Forwards 2 2 1 0 n/a 1 1 1 0 1 0 0 3 2 3 3 n/a n/a n/a 3 4 4 0 n/a 4 n/a 2 4 n/a n/a 0 n/a 2 0 0 3 3 2 FX Swaps 2 2 1 0 n/a 1 1 1 0 1 0 0 3 2 3 3 n/a n/a n/a 3 4 4 0 n/a 4 n/a 2 4 n/a n/a 0 n/a 2 0 2 3 3 2

Money Market Loans & Deposits 2 2 1 0 n/a 1 1 1 0 1 0 0 3 2 3 3 n/a n/a n/a 3 4 4 0 n/a 4 n/a 2 4 n/a n/a 0 n/a 2 0 2 3 3 3 Certificates of Deposit (CDs) 2 2 1 0 n/a 1 1 1 0 1 0 0 3 2 3 3 n/a n/a n/a 3 4 4 0 2 4 n/a 2 4 n/a n/a 0 n/a 2 0 2 3 3 3

Government Bonds & Treasury Bills 0 0 0 0 n/a 0 0 0 0 0 0 0 0 1 1 n/a n/a 0 0 0 n/a n/a n/a 1 0 n/a n/a n/a n/a n/a 0 0 0 0 0 0 0 0 Eurobonds 0 0 0 0 n/a 0 0 0 0 0 0 0 0 2 2 n/a n/a 0 0 0 n/a n/a n/a 0 0 n/a n/a n/a 0 0 0 0 0 0 0 0 0 1 Floating Rate Notes (FRNs) 0 0 0 0 n/a 0 0 0 0 0 0 0 0 1 1 n/a 0 0 0 0 n/a n/a n/a 1 0 n/a n/a n/a 0 0 0 0 0 0 0 0 0 0 Euro Medium Notes (EMTNs) 0 0 0 0 n/a 0 0 0 0 0 0 0 0 1 1 n/a n/a 0 0 0 n/a n/a n/a 1 0 n/a n/a n/a 0 0 0 0 0 0 0 0 0 0 Asset Backed Securities (eg Fannie Maes) 0 0 0 0 n/a 0 0 0 0 0 0 0 0 1 1 n/a 0 0 0 0 n/a n/a n/a 1 0 n/a n/a n/a n/a n/a 0 0 0 0 0 0 0 0 Bond Lending 0 0 0 0 n/a 0 0 0 0 0 0 0 0 1 1 n/a n/a 0 n/a 0 n/a n/a n/a 1 0 n/a n/a n/a 0 0 0 0 0 0 0 0 0 0 Tri-Party Repos (Eurobonds at Euroclear) 0 0 0 0 n/a 0 0 0 0 0 0 0 0 0 0 n/a n/a 0 n/a 0 n/a n/a n/a 0 0 n/a n/a n/a 0 0 0 0 0 0 0 0 0 0

Interest Rate Futures (Exchange Traded) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 n/a n/a n/a n/a 0 n/a n/a 0 0 0 0 n/a n/a n/a n/a 0 n/a 0 0 0 0 0 0 Interest Rate Options (Over-the-Counter) 0 0 0 0 n/a 0 0 0 0 0 0 0 0 0 0 n/a n/a n/a n/a 0 n/a n/a n/a n/a 0 n/a 0 0 n/a n/a 0 n/a 0 0 0 0 0 0 Bond Options 0 0 0 0 n/a 0 0 0 0 0 0 0 0 0 0 n/a n/a 0 n/a 0 n/a n/a n/a 0 0 n/a n/a n/a 0 0 0 0 0 0 0 0 0 0 Forward Rate Agreements (FRAs) 0 0 0 0 n/a 0 0 0 0 0 0 0 0 0 0 0 0 n/a n/a 0 n/a 0 0 n/a 0 n/a 0 0 n/a n/a 0 n/a 0 0 0 0 0 0 Cross Currency Swaps 0 0 0 0 n/a 0 0 0 0 0 0 0 0 0 0 0 0 n/a n/a 0 n/a n/a n/a 0 0 n/a 0 0 n/a n/a 0 n/a 0 0 0 0 0 0 Interest Rate Swaps (IRS) 0 0 0 0 n/a 0 0 0 0 0 0 0 0 0 0 0 0 n/a n/a 0 n/a n/a n/a 0 0 n/a 0 0 n/a n/a 0 n/a 0 0 0 0 0 0 Caps / Floors / Collars 0 0 0 0 n/a 0 0 0 0 0 0 0 0 0 0 0 0 n/a n/a 0 n/a n/a n/a 0 0 n/a 0 0 n/a n/a 0 n/a 0 0 0 0 0 0 Asset Swaps (Bonds with Embedded Swap) 0 0 0 0 n/a 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 n/a n/a n/a 0 0 n/a 0 0 0 0 0 0 0 0 0 0 0 0 Swaptions 0 0 0 0 n/a 0 0 0 0 0 0 0 0 0 0 0 0 n/a n/a 0 n/a n/a n/a 0 0 n/a 0 0 n/a n/a 0 n/a 0 0 0 0 0 0

Trade Processing

Competency (Knowledge/Skill) Levels

5 = Expert

4 = Highly Competent

3 = Reasonably Competent

2 = Under Training or Needs Refresher

1 = Low / Very Basic

0 = None

Ove

rall

Com

pete

nce

for T

reas

ury

Ops

Tas

ks

Background Knowledge Accounting Clearing & Settlement Recs & Invests Risk Control Confirmations

SUSAN’S DEPARTMENTAL SKILLS MATRIXFX Money Markets Capital Markets Derivatives

Competency Levels

5 = Expert

4 = Highly Competent

3 = Reasonably Competent

2 = Under Training or Needs Refresher

1 = Low / Very Basic

0 = None

FX

Spot

FX

Forw

ards

FX

Swap

s

Mon

ey M

arke

t Loa

ns &

Dep

osits

Cer

tific

ates

of D

epos

it (C

Ds)

Gov

ernm

ent B

onds

& T

reas

ury

Bill

s E

urob

onds

Flo

atin

g R

ate

Not

es (F

RN

s) E

uro

Med

ium

Ter

m N

otes

(EM

TNs)

Ass

et B

acke

d S

ecur

ities

(eg

Fann

ie M

aes)

Bon

d Le

ndin

g T

ri-Pa

rty R

epos

Inte

rest

Rat

e Fu

ture

s (E

xcha

nge

Trad

ed)

Inte

rest

Rat

e O

ptio

ns (O

ver-

the-

Cou

nter

) B

ond

Opt

ions

For

war

d R

ate

Agre

emen

ts (F

RAs

) C

ross

Cur

renc

y Sw

aps

Inte

rest

Rat

e Sw

aps

(IRS)

Cap

s / F

loor

s / C

olla

rs A

sset

Sw

aps

(Bon

ds w

ith a

n E

mbe

dded

Sw

ap)

Sw

aptio

ns

Name Job / Position Join Date

John Manager 1985 4 4 4 4 4 3 3 3 3 3 1 1 2 2 1 4 3 3 3 3 1

Helen Assistant Manager 1988 4 4 4 4 4 3 4 4 4 3 0 0 2 1 0 4 4 4 4 4 3

Ashok Senior Clerk 1996 3 3 3 3 2 2 4 4 4 4 2 2 4 2 2 4 4 4 4 4 3

Rachel Clerk 2000 0 0 0 0 0 2 3 3 2 0 0 0 1 0 0 1 3 3 2 3 0

Emma Senior Clerk 1992 3 3 3 4 4 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Martin Clerk 2000 3 3 3 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Susan Clerk 1994 2 2 2 3 3 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Existing Number of Skilled Staff Count Staff at Levels 3, 4 & 5 5 5 5 6 5 2 4 4 3 3 0 0 1 0 0 3 4 4 3 4 2

Ideal Number of Skilled Staff (To Handle Workload) 5 5 5 5 4 4 4 4 4 4 3 3 3 3 3 4 4 4 4 4 3

Skill Shortages (Ideal minus Existing) 2 1 1 3 3 2 3 3 1 1 1

2 LEVELSNot Competent - Competent

3 LEVELSBasic - Intermediate - Advanced

5 LEVELSNone - Low - Under Training - Competent - Expert

EXAMPLE COMPETENCY LEVELS

RECOMMENDED APPROACH FOR CREATING USEFUL SKILLS MATRICES

1. Project Approach - Sponsor & Project Team 2. Local Involvement - Using “Metaplan” Techniques3. Develop Departmental & Job Function Specific Competency

Frameworks4. Industry Benchmark Sanity Check5. Strategy Sanity Check - Objectives, Values, Products, etc.6. Self - Assessment of Competencies7. Supervisor & Manager Review8. Link with Existing Processes for Performance Management

& Appraisal, Training Needs Analysis, Recruitment, Selection, Career Planning & Talent Management.

COMPETENCY FRAMEWORKS & SKILLS MATRICES

Any final questions, comments or experiences ?