Assessments are an important part of work in skill and competencies. It is human nature to want to know how we are doing and to compare ourselves with others. Ibbaka has been doing research in this area and has just published a report of our findings.

Skills and competencies are both important to capability development. Skills are the more fundamental and granular construct, competencies can be thought of as clusters of skills in the context of behaviors, activities or tasks. Should you be assessing skills or competencies? We look at the advantages and disadvantages of each approach.

Annual performance reviews are a thing of the past. The world is too fluid and performance too multidimensional for that. Understanding skills, providing feedback, enabling conversations has to happen real time. More than that, any assessment needs to be put in the context of current roles and the teams a person is working on. This is what Ibbaka does.

Performance management will be enriched by skill intelligence. Understanding core and target skills, fostering their development drives performance.

When running analytics on skills, one of the biggest challenges is accessing the data. Let's explore why a system of record for skills and capabilities makes sense, where data exists, where it's needed and what talent management systems are enriched by it.

Competency models need to move from a description of skills to prediction of performance. They need to become tools for individuals not just organizations.

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

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.