Skills Assessment Matrix

[QE]

Wes,

Thanks for the advise on creating the SAM. Do you have an example I can use ?
QE

 

[Wes Bucey]

Wes,

Thanks for the advise on creating the SAM. Do you have an example I can use ?
QE

If you mean a template where all you do is fill in numbers of either "skill level" (for the candidate) or "want [need] level" (for the prospective employer), the answer is no, simply because each and every candidate will have a unique grid.

However, we can discuss the basic parameters of any matrix. In your case, for example, you might start by laying out a grid of the BOK for
Manager of Quality/Organizational Excellence - CMQ/OE (direct link to BOK)
and do a self-assessment of your own skill level for each of the points contained therein.

Rearrange and edit the grid to feature your strong points and downplay your weak points. (Incidentally, I have vast experience and a super ego and I KNOW that I don't rank a 5 out of 5 on every point in that BOK. In fact, I've never met anyone who does. The point here is that you need an HONEST assessment of your skills, neither inflated because of ego nor minimized because of modesty. If you have friends you trust, ask them to review the scores you set for yourself to see if they honestly agree.)

Once you have a grid for yourself, you need to create another grid of the features, perquisites, pay, working conditions, etc. of the ideal organization you'd like to work for. Here (in the grid), it's OK to shoot for the sky because it's your "want" list, not your "settle for" list.

Next, you need to create a list of prospect organizations and research them to see which have close fits to your want list. Fill in a grid with the prospects in rows of column one, with the various points of your want list in columns 2 through "n" and fill in the cells with the point factor your research discloses.

Select the best prospects (according to your matches against your want list) and then compare your skill list against what those organizations need or want. I envision a grid with the organizations in rows in column 1 with each of your best through medium level skills in columns 2 through n. Your research should be able to give you a value level to put in each cell according to how valuable or necessary that skill may be to the organization.

Combining the data from the skills should give you a short list of targets to approach, using the pointers in Tips to get past the "gatekeeper" when job hunting.

It's immaterial whether each target is seeking employees (but your research would have disclosed that fact) because your approach should be to avoid getting caught in the same net with hundreds of other candidates. You want to stand out as a unique individual who can and will deliver value to the organization. Accordingly, each approach you make will be unique and tailored specifically for that organization.

Make no mistake. This is not an easy, casual task anyone can complete in a couple of hours. Consider, though, that a good process will result in a good job which will give you satisfaction and reward you according to your merit. With that in mind, it seems worth it to spend days and even weeks compiling the grid(s) before making the first approach to a target. Since you are currently employed, you have the luxury of a regular paycheck while you do this in your spare time and will not have to resort to stop gap, intermediate pressures to do temporary work while you pursue the ideal full-time position.

 

[Ajit Basrur]

Wes, do you have an example or a template ?

 

[Wes Bucey]

Wes, do you have an example or a template ?

I would have to create one, but even so, that would defeat the purpose of someone making his own unique layout.

For example, the grid for the BOK comparison I suggest could either be one row with many columns with the BOK points for column headings or one column with many rows, each labeled with a BOK skill. The candidate just goes point by point, entering a value in each cell (like a Lickert scale) for his skill level on the point.

The key to effective use of a SAM is to make honest assessments (not always an easy task) and to evaluate how those skills can provide value for a target employer.

Researching companies to identify targets is a lot harder than just running a search through Monster or Career Builder. The candidate has to dig to get the data he needs to make a valid decision on the organization's viability as a target that meets the candidate's wants and desires. Only then should the candidate start comparing his skill level against the organization's requirements.

Finally, he has to create a compelling presentation of why he [the candidate] is the ideal candidate to provide the value the organization
needs.

As I have continually and consistently maintained here in the Cove for the last six or seven years, it is not easy research, but it is rewarding.

 

[Ajit Basrur]

Got it Wes !

 

[QE]

Hi Wes and Ajit

Thanks for the reply.
Acting on your notes, I created the attached template, for Skills Assessment Matrix.

Thoughts/Feedback !

QE

I would have to create one, but even so, that would defeat the purpose of someone making his own unique layout.

For example, the grid for the BOK comparison I suggest could either be one row with many columns with the BOK points for column headings or one column with many rows, each labeled with a BOK skill. The candidate just goes point by point, entering a value in each cell (like a Lickert scale) for his skill level on the point.

The key to effective use of a SAM is to make honest assessments (not always an easy task) and to evaluate how those skills can provide value for a target employer.

Researching companies to identify targets is a lot harder than just running a search through Monster or Career Builder. The candidate has to dig to get the data he needs to make a valid decision on the organization's viability as a target that meets the candidate's wants and desires. Only then should the candidate start comparing his skill level against the organization's requirements.

Finally, he has to create a compelling presentation of why he [the candidate] is the ideal candidate to provide the value the organization
needs.

As I have continually and consistently maintained here in the Cove for the last six or seven years, it is not easy research, but it is rewarding.