FREQUENTLY ASKED QUESTIONS


Change Management - Skills Analysis

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One of the tasks often undertaken in large change projects is a skills analysis, and/or a skills audit. From this, a 'skills register' is developed.  It contains a list of the skills and competencies of the people being impacted by change.

Why do it?
There are several steps involved in a change management exercise, which may require information about the individuals being impacted. The two main steps are training and job design

If the change project is to create new jobs, or redesign existing ones, someone will be designing the new jobs and organisational structures to suit the new systems and processes. The job descriptions should be designed using references to required skills and experience. The skills register will assist in matching people to positions, and identify training needs.

Training can often be quite expensive. It would be good to know who needs to be trained in which skills as your starting point. As an example, say the people will have to use a new 'GUI' Windows-based computer system.  It would be useful to know whether the people to be trained were already computer literate, and their level of experience with MS Windows.

How to do it?
As with many of these issues, there are various tools and methods available. Consultants and specialists may often have their own toolsets and methodologies. In general though, it comes down to a few basic issues.

  1. You need to have a standard approach, including how you describe skills and competencies, so that all staff being reviewed are rated in the same manner.
  2. All people in the affected area should be reviewed.
  3. Consider and document previous training and qualifications.
  4. Consider and document skills specifically pertinent to the position
  5. Consider and document any other skills and experience.
  6. Consider other relevant traits (Outgoing, organised, ability to communicate, leadership etc).
  7. You need to gather information from the individuals as to their skills, abilities and experience. This can be done in interviews or using surveys / questionnaires.
  8. You should verify this, possibly with their direct supervisor.
  9. If appropriate, classify the depth of skills (indicate the persons experience and level of competence in each skill set - are they still learning, an expert, or somewhere in between?)

At the end of the process, you should have a register which shows for each person, the, competencies, skills, useful traits, and training. This information can be used to assist with training and job design.