Every organisation has skills gaps. The problem isn’t having them: it’s not knowing what they are, which ones really matter, and what needs to be done to address them. Most training programmes are designed based on requests from departments, the provider’s catalogue or HR’s intuition. The result is training that is simply consumed, but does not bring about change. A skills map changes the starting point: Instead of asking what courses are available, ask what each person needs to know to help the company run more effectively. That difference in approach determines whether training is an expense or an investment.
What is a skills gap and why does it affect competitiveness?
One skills gap It is the gap between the level of skill required for a role and the current level of the person filling that role. It may be technical (a sales representative who is not proficient in using the CRM system), digital (a manager who does not know how to read a data dashboard), relational (a technician who does not know how to communicate with non-technical staff) or leadership-related (a middle manager who does not know how to give feedback). These gaps are not the employee’s fault: they are the natural result of technological change, business evolution and the speed at which roles are transforming. A company that fails to identify and manage its skills gaps takes longer to adapt, makes more mistakes during times of change and loses talented staff who become frustrated at not having the tools to do their job properly.
Competency map: what it is and how to create one
A skills map It is a structured overview of the skills required for each role within the organisation, at what level and with what priority. It is neither a catalogue of courses nor a generic job profile: it is a living document that links business needs with people’s capabilities.
The first step is define the critical competencies for each role: Not all skills are equally important, and not all roles require the same ones. A sales representative needs negotiation and CRM management skills that a technician does not need, and vice versa. Critical skills are those that have a direct impact on performance in the role and on business objectives. The second step is assess the current standard of the teams: through self-assessments, manager appraisals, knowledge tests or performance data. Combining several sources provides a more reliable picture than any of them would on its own.
How to identify gaps, step by step
Once the required level and the current level for each competency have been defined, the gap is the difference between the two. However, not all gaps carry the same weight: a gap in a competency that is critical to the business is very different from a gap in a secondary competency.
⚙️ Settings
📌 How to use the assessment tool
1. Choose the role and the skills category.
2. For each skill, adjust the level required (what the role requires) and the level current (where the employee is).
3. The assessor calculates the gap and proposes a training programme.
From the skills gap to the training programme
Identifying the gaps is the diagnosis. The training plan is the treatment. And as with any treatment, prioritisation is key: you cannot close all the gaps at once, and not all of them warrant the same level of investment.
The upskilling (developing new skills in people who already have a foundation) is the appropriate approach when the skills gap is moderate and the role has a future within the organisation. The reskilling (reskilling people for a different role) applies when the current role is undergoing profound change or is at risk of disappearing. The choice between the two is not merely a technical one: it is a business decision that the L&D department must make on the basis of data and in consultation with senior management.
The prioritisation by impact In business, this means prioritising training initiatives based on a combination of two criteria: the size of the skills gap and the strategic importance of the skill. A large gap in a skill of little relevance can wait. A small gap in a skill that is critical to the business cannot.
How AI helps analyse skills at scale
Building and maintaining a skills map manually in an organisation with more than 50 people is a project that takes months. AI radically changes that equation. AI-powered training platforms can analyse each employee’s performance, behaviour on the platform and assessments to determine their level of competence in real time, without the need for manual surveys. They can recommend personalised content depending on the skills gap identified and the employee’s learning style. And they can notify the head of L&D when a gap is widening in a particular area before it becomes a visible performance issue. In Educa.Pro, the functionality of AI for L&D It allows you to do exactly that: identify gaps, customise learning pathways and analyse impact, all integrated into a single platform.
Monitoring and periodic review of the map
A skills map that is not updated loses its value in less than a year. Roles evolve, business priorities shift, and technologies that were once optional become critical. The regular review of the map, At least once a year, and whenever there is a significant strategic change, this is what ensures the assessment remains aligned with reality. Indicators that the map needs reviewing include: the emergence of unforeseen gaps in performance appraisal processes; an increase in the time taken for new recruits to settle in; or changes to the company’s strategic objectives that require new skills within the teams, something that the Head of Strategic L&D must be managed proactively and in advance.
