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A Proven 5 Step Approach to Solve Skill Gaps

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Business
A Proven 5 Step Approach to Solve Skill Gaps

This blog is provided by Mike Kritzman, as a companion to his interview on Innovating Leadership, Co-creating Our Future. This interview SkillNet: Personalized Learning Framework for Your Company aired on 7/23/19.

 We’re in a Skill Revolution where Skills are the new currency

SkillNet Pic 2.png

According to a McKinsey study, “Sixty percent of global executives expect that up to half of their organization’s workforce will need retraining or replacing within five years. 

More than a third said their organizations are unprepared to address the skill gaps…”

Feb 2019

 

This white paper presents a proven 5-step process to help your organization conduct a Skill inventory to identify and solve skill gaps. This approach is backed up with years of data from hundreds of organizations trying to pinpoint and cure their organizational skill gaps.

There are dozens of reasons to focus on skills because skills are the building blocks to improving staff performance, regardless of role. Any organization in search of higher performance can follow our approach and accomplish major progress in a few short weeks.

Step 1. Define your key organizational knowledge, skills and abilities, (KSAs)

While constructing the required KSAs for your organization, start with what’s expected from all positions. General KSAs like company culture and communication standards work well. Longer term, it’s useful to get into specific KSA’s for each role, but it’s not possible to do this quickly, particularly when trying to imagine future KSA requirements. It’s also useful to establish proficiency targets on each KSA to set a baseline expectation for different role levels.

Step 2. Inventory your staff with a KSA survey

An accurate database of KSA capabilities and insights are vital for organizational agility. For most firms, skills, knowledge and workforce capabilities are difficult to measure and even harder keep current. We recommend using a 5-point Likert scale and starting with self-assessments. Manager assessments are very important because they observe staff performance. People are complicated and constantly learning and adapting, so data needs to be refreshed more than once a year. Ideally data is refreshed at the time a new skill or capability is ready.

Skill data accuracy depends on who and how you ask, so take care defining questions and the rubric.

Step 3. Analyze data and study gaps between self-ratings and manager ratings

Determine how you want to view the data. Study gaps between self-perception and manager ratings which are key ingredients for alignment, feedback, and goal setting. Transparency is the only way to drive improvement. We suggest one-on-one meeting to review results within weeks.

Step 4. Expand your KSA Survey to include specifics for each job and re-inventory

By this point, you’ve built a definition for the common organizational skills. You’ve also populated the database with accurate data and have plans to keep it current.

The next step is to evolve the database to include KSAs for key roles which requires clarity on what’s expected from each role. It’s often useful to work in teams to define the KSA model for each role and structure topics carefully as this exercise will set role expectations for staff.

This can be a difficult step because there can be many different roles and each role may have different requirements or expectations. For example, a junior salesperson has a similar role as the senior salesperson, but the senior has higher proficiency expectations. Despite the challenge, it’s important to build a clear understanding of staff matches against their job requirements.

The results from detailed individual gap assessments are well worth the extra effort.

Step 5. Create personalized development plans, PDPs, to solve the gaps.

The final and most important step in the process is to construct personalized development plans for each person to solve their unique gaps. An effective PDP lists gaps, defines improvement steps, links to learning resources, sets target dates, and monitors progress.

KSA Examples

Knowledge, Skills and Abilities are an organization’s fundamental expertise in specific subject areas. KSAs define organizational capabilities and distinguish an organization from competitors.

KSAs can be grouped into categories such as:

  • Professional skills: The skills needed by all staff to be successful regardless of role.
  • Leadership skills: The skills needed by those in leadership and management positions.
  • Occupational skills: Job-specific skills like finance, customer service, engineering, manufacturing, sales and marketing.

Conclusions

Defining, measuring, and solving skill gaps is critical for organizational performance. We’d like to hear from you, discuss your situation, and demonstrate how our platform automates the 5-step process described in this post.

About the author

Mike Kritzman – Founder, CEO, and Board Chair at SkillNet Technologies, is a serial entrepreneur, sought-after expert in skill management, microlearning, and trends that transform organizations.

To become a more innovative leader, you can begin by taking our free leadership assessments and then enrolling in our online leadership development program.

Check out this and past episodes of Innovating Leadership, Co-creating Our Future, via iTunes, Google Play, TuneIn, Stitcher, Spotify and iHeartRADIO. Stay up-to-date on new shows airing by following the Innovative Leadership Institute LinkedIn.

G.I.V.E. to Get

Posted by Editor on
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Business
G.I.V.E. to Get

Emotional skills are more important than ever for 21st century business. Good leadership can be quickly undermined by lack of emotional regulation. Without the skill to manage your own emotion, leaders can act impulsively. Harsh works can burn long built bridges of connection in seconds, leaving damaged working relationships in ashes. And what is ultimately damaged is trust.

So, what can you do?

First, leaders need to be self-aware of the things that cause them to be dysregulated. The body is the first clue. By scanning for sensations that signal distress, you can start to reverse the process. Sensations like a tight throat, a pounding heart, judgmental thoughts, sweaty palms, and a knot in the stomach are signals that shouldn’t be ignored. Our body gives us clues to our state of mind constantly. Understanding how your body speaks to you is worth investigating with curiosity.

Once you know what is happening, giving yourself permission to step away, take a breath, and sooth yourself. Use your five senses: focus on something beautiful, listen to music, smell something calming, put an ice cube in your mouth. By focusing on these sensations, the brain has to shift. As we calm down, you can gain perspective and choice how to respond to a situation, rather than reacting impulsively that could negatively impact important relationships.

For your teams to feel respected and valued, they need to feel heard. Listening to those around you is an important skill many leaders struggle with; however, it is critical for everyone’s success. When teams feel heard, they will not only give you their best, they will give you their loyalty.

An easy way to remember this skill is G.I.V.E. (adapted from the work of Marsha Linehan, PhD)
• (be) GENTLE: approach the conversation in a non-threatening, open, receptive and available way.
• (be) INTERESTED: John Gottman says it is more important to be interested than interesting! This
means you are attentive, curious, and focused on listening, not to just respond, but to
understand what is being said. You are allowing the time to really pay attention while
setting aside your own preconceived ideas of what might be happening.
• VALIDATE: Validation is about understanding. It is not about fixing a situation, or finding a
teaching moment. It is saying “I get it” without looking for rebuttals. The primary goal is
to have the speaker feel heard. This step MUST ALWAYS precede problem solving.
• EASY MANNER: Being approachable and creating a safe space where people can come to you with
concerns is an important skill. It allows you to be professional without being intimidating.
Safety increases trust and communication.

Remember, learning new skills is a practice, but one that is well worth it! It is not enough to work from the top down. To be truly successful, we must work from the inside out!

If you would like to listen to the show Skills of Connection follow this link to hear the replay!

https://www.voiceamerica.com/episode/104077/skills-for-connection

What Not A Collaborative Global Initiative?

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Business
What Not A Collaborative Global Initiative?

Untitled

Our VocieAmerica program features global leaders and organizations.

We live in an increasingly complex and interconnected world. Humanity faces global environmental, economic and human-based challenges of all kinds. Lasting solutions to these challenges require effective communication and learning across perspectives, cultures and sectors.

At CGI, we believe humans are by nature collaborative.

When people work together, allowing space to capture collective wisdom, we achieve great things. Forward thinking people and communities recognize the need for widespread collaboration. They will need a unique toolkit to collaboratively navigate the future of increasing complexity and diversity.
CGI provides the tools that organizations require to excel and make creative change in a diverse and globalized world. We customize solutions for collaboration that transcend organizational departments, cultures and differing levels of education and socio-economic status. The system that results will maximize effective, fair and lasting relationships between sectors and stakeholders.
CGI’s collaborative approach is itself born out of collaboration. Our associated consultants are connected through a vibrant global community of practice. We are leading experts on mediation, facilitation, training, process design, multi-party dispute resolution, and collaborative problem solving. Our network brings a blend of community-based approaches with national and international experience. We understand conflict issues from multiple perspectives and support parties to access a range of good practices when seeking solutions. We can work with any scale and complexity of conflict.
CGI’s skills, interests and overall strategy, leads us to focus on multi-stakeholder public-policy questions. We have extensive experience working with resource extraction industries, indigenous communities, and complex multi-party environmental issues. We will support you and your organization as you face similar challenges. Our approach is particularly effective for large projects where trade-offs must be made to balance environmental, economic, social and cultural interests.
CGI works with organizations and communities to develop the capacity to turn challenges into opportunities; everyone involved becomes more effective and agile. Our clients take away the collaborative skills, tools and systems needed to transcend inefficiencies and succeed in a global economy. At CGI we believe the way of the future is paved with the ability to make collaboration a lived experience. We use visual, auditory and kinesthetic tools in our collaborative mediation, facilitation, and negotiation practice. CGI can also provide one on one coaching and training to help you, our clients, excel. We empower you to face complex problems, create mutually beneficial solutions and to enact change together through the use of simple interfaces and plain language.

Together, Duncan Autrey, Kathy Porter, Charalee Graydon, Sarah Daitch and David B. Savage are building the Collaborative Global Initiative (CGI).

We welcome your thoughts and challenges. How might you and CGI collaborate?

Leverage Your Personal Power

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Empowerment
Leverage Your Personal Power

JIll KonrathPenny Roasma

Do your suggestions get taken seriously? Are you able to sell others your ideas, projects and services? There are two main skills needed and today, our two guests will give you some insider tips on how to harness your personal power. Our first guest is Jill Konrath, who is a sales expert. Sales is not just for people selling products. We also need sales to sell our ideas to others, and sometimes to our bosses to be considered for that raise or promotion. Jill will be challenging our assumptions about sales and give us proven strategies that work.  Our second guest is Penny Rosema who is an expert in the art of negotiation. The ability to negotiate is the second main skill needed to leverage our personal power. Penny will share some of the mistakes women make, how to prepare for negotiation success,  a negotiation road map and how to get more of what we want.  Penny has over 20 years of in the trenches experience and will share her tested techniques. Tune in 6/11 @ 12pm PT to ‘Today’s Inspiring Women‘.

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