lunes, 16 de julio de 2018

Skills Matrix Team

I discovered the  Competency Matrix a few years ago, and I have used it to unlock situations of low knowledge within the teams about their own skills.

As well detailed in the technique Competency Matrix in this link: 

The idea is to know and deepen the knowledge of the team, as well as their motivations to learn or deepen in more global knowledge to improve the whole.

In order to become aware of the team and project an evolution, as well as an internal knowledge of each person and team, we often perform the dynamics of the skills matrix but adjusted to the context.

In a first round, each person posts the list of technical knowledge they possess in post-its.

Once this first round is made, for each member of the team, the rest of the team can increase the list of knowledge of each member. If for example the team considers that John is knowledgeable about Z technology always with John's consensus that post-it is added to his list of knowledge.


In a third round, the team analyzes all the knowledge contributed by the team, looking for possible knowledge currently demanded and that does not exist in the team, to add to the list of knowledge.

We have allowed ourselves to broaden the spectrum of responses (colors) to obtain a greater depth with sentimental affinity about their interest or not in knowledge. It is an annex of ours, with free admission by the teams, as long as it gives the more value to this dynamic for the teams.

With all the resulting list of knowledge, each member of the team evaluates himself in:

- What I do not like. (Red).

- I like it and I can also work to make you feel comfortable. (green)

- I want to learn / improve. I have no knowledge or have any knowledge, but I would like to develop skills in that field. (yellow)

- I feel indifferent. I do not have passion but I will not have problems to learn about that subject if necessary. (green with +)

- I do not stand in my place. At this time, it is not among my priorities. (White)

The idea is to perform with unknown teams and with new members in the team that they evaluate as apprentices, practitioners or experts.

If the members of the team have worked with each other before, or have been working together for a while, the idea is to expand their knowledge in depth with the scale listed above.

In this way, when a new need arises in the area, it is quickly known that people are more favorable to this type of initiative, such as preparing future training plans, such as helping people establish a path of continuous improvement in the area. , look for your own purpose in the company. Identify what problems exist and create contingency plans to alleviate these problems.

It is a step 0 to create a complete Kaizen area. It always works, and it is considered something so obvious that it is rarely done, providing much information and value to the team.

The result:


All the team members get to know each other by creating stronger informal relationships to help each other acquire more knowledge, create mentoring programs, continuous improvement programs (kaizen).
It allows them to have a global vision to get ahead in knowledge based on the annual roadmap of projects, skills and knowledge demanded. It allows them to see a global map of their knowledge and their weaknesses to work as a team in a future.

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