Insights · Article
How do you know someone really has a skill?
Combine self-assessment, 360-degree feedback and evidence from work. Choose a level of verification that fits the decision.
Start with the employee’s own assessment
Ask employees what they can do independently, how important the skill is to their role and how much they enjoy using it. Ask for a specific example. That gives you a starting point for discussing both proficiency and motivation.
Ask for feedback on observable behaviour
Use 360-degree feedback to check the picture with people who have seen the skill in action. Ask colleagues and managers what they observed, in which situation and with what result. If the examples differ, discuss the circumstances in which the skill is already visible and where it needs development.
Ask the employee to demonstrate the skill
To check whether someone can schedule a project independently, ask them to build a schedule that shows dependencies, risks and potential delays. Agree in advance what a supervisor or coach will assess. Record what the employee demonstrated. A badge can make it visible if it also states the criteria and proficiency level.
Match the evidence to the decision
Self-assessment and focused feedback may be enough for a development conversation. For a high-impact assignment someone will carry out independently, ask for evidence from comparable work or a practical exercise. Review the profile after projects or training to see whether it needs updating.
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Based on a LinkedIn post by Mark van der Lippe.
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