Sam Allotey
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22nd August, 2009
‘Managing Employee Skill Gaps Key To Organisational Success’
The Head of Human Resource at Stanbic Bank, Wing Commander (rtd) Samuel Allotey, has said employers should not hesitate to devote time and resources to identifying and managing skill gaps in their workplaces since it plays an important role in ensuring the success of the organisation.
“In situations where a skill deficiency is observed one must not hide the deficiencies by not giving employees demanding roles.
Instead the employer must assess the training required to close the skill gap then have a plan to close that gap,” he said.
This, he said, must include role playing, training, coaching and mentoring.
Speaking in an interview, Wing Commander Allotey said the first point of identifying a skill gap is at the recruitment stage when the employer attempts to match the job specifications to what the individual is bringing.
He said, “building competence is a journey that begins from the recruitment stage. Therefore employers must have a performance contract which entails what is expected of the employee and how that performance will be measured”.
In this regard, Wing Commander Allotey said periodic appraisals which give feedback to both parties is necessary.
Beyond the recruitment stage, he advised that line managers and supervisors must be able to identify skill gaps because they know what it is required to perform the job satisfactorily and exceed expectations.
But an equal amount of responsibility rests on the individual, saying “the individual also has a role to play in identifying his or her skill gap because individuals have aspirations; they know what skills they lack in trying to reach those goals.”
Wing Commander Allotey however cautioned against the danger of either paying too much attention to the consistent poor performer or the high achiever.
To safeguard against this he recommended the establishment of a performance enhancement programme, which has a reward system for the achiever and the poor performer is advised on what to do to improve him or herself.
“In situations where a skill deficiency is observed one must not hide the deficiencies by not giving employees demanding roles.
Instead the employer must assess the training required to close the skill gap then have a plan to close that gap,” he said.
This, he said, must include role playing, training, coaching and mentoring.
Speaking in an interview, Wing Commander Allotey said the first point of identifying a skill gap is at the recruitment stage when the employer attempts to match the job specifications to what the individual is bringing.
He said, “building competence is a journey that begins from the recruitment stage. Therefore employers must have a performance contract which entails what is expected of the employee and how that performance will be measured”.
In this regard, Wing Commander Allotey said periodic appraisals which give feedback to both parties is necessary.
Beyond the recruitment stage, he advised that line managers and supervisors must be able to identify skill gaps because they know what it is required to perform the job satisfactorily and exceed expectations.
But an equal amount of responsibility rests on the individual, saying “the individual also has a role to play in identifying his or her skill gap because individuals have aspirations; they know what skills they lack in trying to reach those goals.”
Wing Commander Allotey however cautioned against the danger of either paying too much attention to the consistent poor performer or the high achiever.
To safeguard against this he recommended the establishment of a performance enhancement programme, which has a reward system for the achiever and the poor performer is advised on what to do to improve him or herself.
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