Skills matrix: definition, template and how to use it

What is a skills matrix?

The skills matrix (also called a cross-training or versatility matrix) is the simplest tool for making a team's skills objective. It fits on one page, can be read without special training and can be kept in a spreadsheet.

It rests on two prerequisites: a list of skills taken from a competency framework, and a level scale defined in writing. Without these two elements, the matrix reflects impressions rather than observations.

Skills matrix or skills map: what is the difference?

The matrix describes a team: it is kept by the manager and used for operational decisions (whom to train, who can cover for whom). The skills map consolidates the matrices across the organisation to inform strategic decisions (skills development plan, recruitment, GEPP, strategic workforce and career-path planning in France). The matrix is therefore often the building block of the map.

Which level scale should you use?

There is no official scale. The 0 to 4 scale below is a common convention, to be adapted; what matters is that each level matches observable behaviour and is understood the same way by all assessors.

Level	Label	Observable description
0	Not acquired	Has never practised or does not know
1	Basic notions	Knows the principles, cannot do it alone
2	Operational with support	Handles routine cases with occasional support
3	Autonomous	Works alone, including special cases
4	Expert	Handles complex cases and can train others

Some organisations prefer a scale with an even number of levels (0 to 3, 1 to 4) to avoid the refuge of the middle level. Whatever the option, the more levels there are, the more precise the criteria needed to distinguish them.

Skills matrix template (ready to copy)

The blank template below can be copied into a spreadsheet or document. Replace the labels with your team's skills.

Skill	Required level	Team member A	Team member B	Team member C	Team member D	People at required level
Skill 1
Skill 2
Skill 3
Skill 4
Skill 5

Completed example (fictitious data)

A fictitious example for a four-person customer support team, using the 0 to 4 scale above.

Skill	Required level	Team member A	Team member B	Team member C	Team member D	People at required level
Diagnose a first-level incident	3	4	3	2	3	3 of 4
Write a clear and complete written reply	3	3	2	3	1	2 of 4
Use the ticketing tool	2	4	3	2	2	4 of 4
Handle a conversation with an unhappy customer	3	3	1	2	2	1 of 4
Reply in professional written English	2	4	0	1	2	2 of 4

Reading: handling unhappy customers relies on team member A alone, which makes it the top priority; written replies and English come next. Team member A, at level 4 on three skills, can act as a mentor.

How to fill in the matrix

1. List 5 to 12 skills that genuinely matter for the team's work, phrased with an action verb. The sheets in France Travail's ROME 4.0 (the French public employment service's occupational directory) or the European ESCO classification help with wording and completeness.
2. Set the required level for each skill, based on the job rather than the person.
3. Assess each team member by combining their self-assessment, the manager's appraisal and, where possible, verifiable evidence: a work simulation, a training assessment result, real output.
4. Discuss each person's column with them before finalising. Differences in perception are often the most useful part of the exercise.
5. Date the matrix and set the next review.

How to use it

Set training priorities. Read the matrix by row: a skill where few people reach the required level is a collective priority. Read it by column: a team member's gaps form the basis of their individual development plan and their professional review (a mandatory career interview in France).

Organise cross-skilling. For each critical skill, count the people at the autonomous level or above. A skill held by a single person is a risk in case of absence or departure; the team can set a rule, for example at least two autonomous people, and organise pairing and mentoring accordingly.

Measure progress. Comparing two dated versions of the matrix shows the effect of the actions taken, provided the levels are based on assessments and not just self-reporting. See measuring skills acquisition.

What are the limits of a skills matrix?

• Subjectivity. Without written criteria, two managers will not give the same person the same level.
• A snapshot. A matrix that is not updated becomes wrong within a few months.
• Confusion with performance appraisal. The matrix describes skills, not results; using it to sanction destroys the honesty of self-assessments.
• Personal data. Individual levels are personal data: employees must be informed of how they are used, and in France the works council (CSE) must be informed before automated personnel management systems are introduced (Article L2312-38 of the Labour Code).