Knowing who can do what.
WHAT IT IS
A record of which people are competent in which tasks.
WHY IT MATTERS
It reveals gaps, risks and development opportunities at a glance.
HOW TO BUILD IT
List the tasks or skills the operation requires List the people Record each person's level for each
WHAT LEVELS TO USE
Cannot do it Can do it with supervision Can do it alone Can train others
WHY THAT LAST LEVEL
It identifies who can build capability in others.
WHAT IT REVEALS
Tasks only one person can perform People who can do only one thing Coverage gaps during absence Who is ready for more
WHY SINGLE-PERSON TASKS MATTER MOST
They are the business's most immediate operational risk.
WHAT TO DO ABOUT THEM
Train a second person, deliberately.
WHAT TARGET TO SET
At least two people competent in anything critical.
WHAT TO DO ABOUT PEOPLE WHO CAN DO ONLY ONE THING
Broaden them.
WHY
It provides flexibility, and it is valued by the person.
WHAT TO UPDATE
The matrix, as people develop and as tasks change.
HOW OFTEN TO REVIEW
Periodically, and when anyone leaves.
WHY WHEN SOMEONE LEAVES
It shows immediately what capability left with them.
WHAT TO USE IT FOR
Planning cover Planning training Deciding who to develop Assessing recruitment needs
WHAT TO AVOID
Building it and never looking at it.
