Alexis Katigbak is a Senior Product Manager at TeamFit. See her Skill Profile. “The basic idea of deconstructing work has the potential to change everything HR.

Skill and competency management lives in the context of the performance improvement cycle. This is a model we developed for one of our customers that wanted to see how all of the different parts of its learning and development programs fit together. Let's dive deeper into the various components of this model

Please take this short survey on skill and competency models, how they are developed and applied, and possible future directions.

Observing skills, roles, behaviours we may conclude there must be other skills, not claimed or visible but unexpected. This is where potential can be found.

Many organizations invest significant effort into building competency models without getting a return. This is unfortunate, a good competency can represent the organization's values while connecting skills to performance and learning. Conventional hierarchical systems are failing here, a more dynamic model can succeed.

Gregory Ronczewski on the ideas and emotions behind TeamFit version 2.

Skill management works when seeded with skill & project data, connected to systems like CRM & project management when people get direct value from use.

Skill management answers critical questions about knowledge workers enabling higher performance. Talent management or SharePoint are not viable alternatives.

Managing business to optimize for staff utilization will ultimately lead to commoditization. Applying skills to build differentiation is a better strategy.

There is a lot of confusion between skills, expertise and competency. Here we see how they fit together in the context of a performance model.