{"id":990711,"date":"2026-09-25T09:59:34","date_gmt":"2026-09-25T09:59:34","guid":{"rendered":"https:\/\/practaice.nl\/?p=990711"},"modified":"2026-09-28T09:50:26","modified_gmt":"2026-09-28T09:50:26","slug":"skills-gap-analyse-gedrag-meten","status":"publish","type":"post","link":"https:\/\/practaice.nl\/en\/skills-gap-analyse-gedrag-meten\/","title":{"rendered":"Skills gap analysis: you measure what people think of themselves"},"content":{"rendered":"

They always look good, those reports. Spider charts for each team, a heatmap with red and green, a management summary with four recommendations. I have seen quite a few by now, and with almost every skills gap analysis that landed on my desk, the same thing was true: the underlying data consisted of what people had entered about themselves, sometimes supplemented by what their manager had entered about them.<\/p>\n

There is nothing inherently wrong with that, until you consider what you are going to do with the outcome. A training plan is built around it. Money is allocated based on it. Sometimes it is even used to underpin a reorganization.<\/p>\n

The problem everyone knows about and nobody builds into the process<\/h2>\n

Kruger and Dunning published a series of studies in 1999 in the Journal of Personality and Social Psychology<\/a> that everyone now knows by name and almost nobody incorporates into their measurement tools. Participants who scored in the bottom quarter on tests of humor, grammar and logic significantly overestimated their own performance. Their actual score was around the twelfth percentile, while their own estimate was around the sixty-second.<\/p>\n

The explanation given by the authors is the uncomfortable part. The skills you need to do something well are largely the same skills you need to recognize that you are not doing it well. Someone who is poor at asking follow-up questions does not realize that they are asking too few follow-up questions. They hear a conversation that went perfectly well.<\/p>\n

Put that next to a skills gap analysis and you see the problem. The group you are making policy for is precisely the group whose self-assessment is furthest from reality. And the group that judges itself most critically often consists of the people who can already do it reasonably well, because they can see what could still be improved.<\/p>\n

That is not a minor detail. The World Economic Forum reports in the Future of Jobs Report 2025<\/a> that 63 percent of employers identify skill gaps as the biggest barrier to change, so significant policies are now being built on these figures.<\/p>\n

Where self-assessment is useful to me<\/h2>\n

Now for the nuance, because I do not want to make it sound better than it is. Self-assessment is not worthless.<\/p>\n

What someone thinks of themselves does predict something, namely whether they will engage in the conversation. Someone who thinks they are bad at confronting others avoids confrontation, even if they are actually quite capable of it. That confidence is therefore itself a factor in the work, and it is useful to know. You just should not confuse it with ability.<\/p>\n

A self-assessment also tells you something about where people themselves feel the tension. If an entire team says they have difficulty delivering bad news, that is an indication I take seriously, even without objective evidence. At least they know which conversation feels difficult.<\/p>\n

What you cannot use it for is determining who has mastered what.<\/p>\n

The other three pitfalls<\/h2>\n

In addition to self-assessment, there are three other weak points in the standard approach.<\/p>\n

The first is that measurement is done at the competency level. “Customer focus” scores a 3.7, and nobody can do anything with that. If everyone in the company scores between 3.5 and 4.0, you have a measurement that makes no distinction and therefore contains no information. The problem lies in the level of abstraction: competencies describe a category, while conversations consist of actions.<\/p>\n

The second is that measurement is done only once. One measurement is a snapshot. You do not know whether someone was having a bad day, whether the measurement took place immediately after training, or whether the manager had just had a conflict with them. Only repeated measurement produces a trend you can act on.<\/p>\n

The third is the time pressure under which the measurement is completed. Four hundred people receive a questionnaire with eighteen competencies in the week before the summer vacation. What you are measuring then is completion behavior.<\/p>\n

How I would approach it<\/h2>\n

What follows takes more effort than sending out a questionnaire, but it produces something you can actually base a decision on.<\/p>\n

Start with one role, not the entire organization. Choose the role where the work is currently changing most rapidly, because that is where the urgency is greatest and the willingness to participate is greatest as well. The OECD shows in Skills in the AI age<\/a> how unevenly this shift affects sectors and job levels, so there is little point in treating the entire organization as if it were the same.<\/p>\n

Then sit down with five to eight people in that role and ask which conversations are decisive for the outcome. Not which competencies they need, because that will simply give you the language of the job framework. Ask when things go wrong, and keep asking follow-up questions until you have concrete situations. Usually you end up with five to seven conversations that everyone recognizes, and usually at least one of them is something nobody had written down.<\/p>\n

For each conversation, describe the behavior you want to see in terms that an outsider can observe. Not “empathetic,” because that is a judgment. Instead: summarize the complaint before offering a solution. State the amount and the deadline within the first minute. Ask at least three open questions before mentioning a product. This translation is the real work in a skills gap analysis, and it takes two one-hour sessions.<\/p>\n

Then let people conduct those conversations and see what happens. That conversation is your baseline measurement. We now know enough about what someone thinks they would do.<\/p>\n

Why this was not possible until recently<\/h2>\n

This is precisely why almost everyone still uses that questionnaire. Having five hundred people each conduct a conversation with an actor and having it assessed by an assessor costs a fortune and three months of scheduling.<\/p>\n

Something has changed in recent years. At PractAIce<\/a>, someone conducts a conversation with an AI avatar in a scenario from their own work. The AI coach then provides feedback on the behaviors that were configured in advance, meaning the indicators that the team itself formulated. It takes ten minutes per person instead of half a day, and it can be repeated three months later.<\/p>\n

This suddenly makes repeated measurement feasible, and that is where it becomes interesting. One measurement tells you where a team stands. Four measurements over six months tell you whether what you have put in place is having an effect, and that is the question most training plans have no answer for.<\/p>\n

A welcome side benefit is that the practice itself already does something. An assessment takes time and produces a score. A practice conversation takes time, produces a score, and improves behavior in the process. We wrote about how to subsequently record those measurements at the individual level in Skill passport<\/a>, and about the translation from competency to indicator on the page about competency based training<\/a>.<\/p>\n

Where the outcome is usually different from what was expected<\/h2>\n

I often see two things once measurement focuses on behavior rather than opinion.<\/p>\n

The gap is rarely where management was looking for it. Organizations invest in conversation models while the missing behavior is silence, asking follow-up questions, or simply not jumping straight to a solution. These are small things and they can be trained effectively, provided you know that they are the bottleneck.<\/p>\n

And the variation within a team is almost always greater than the differences between teams. The team average from a traditional skills gap analysis hides the fact that every team has two people who do this exceptionally well and two who really cannot do it. That makes quite a difference to your approach, because team training is then the wrong instrument.<\/p>\n

We previously wrote about why the gap inevitably emerges faster than organizations can keep up in Skill gap: why work changes faster than people can learn<\/a>.<\/p>\n

Frequently asked questions about skills gap analysis<\/h2>\n

What is a skills gap analysis?<\/strong><\/p>\n

A skills gap analysis maps the difference between the skills an organization needs and the skills that are currently present. The outcome is used for training plans, recruitment and strategic workforce planning.<\/p>\n

Why are self-assessments unreliable in a skills gap analysis?<\/strong><\/p>\n

Because the ability to do something well largely overlaps with the ability to recognize that you are not doing it well. Research by Kruger and Dunning showed that people in the bottom quarter estimated their performance to be around the sixty-second percentile while they were actually around the twelfth.<\/p>\n

How do you measure soft skills objectively?<\/strong><\/p>\n

By describing behavior that an outsider can observe and repeatedly observing that behavior in realistic conversations. One observation says little; four observations over six months reveal a pattern.<\/p>\n

How long does a good skills gap analysis take?<\/strong><\/p>\n

For one role, two to three weeks is realistic: two sessions to define the behavior, followed by a round of ten-minute practice conversations per person. An organization-wide questionnaire is faster to deploy and produces less useful information.<\/p>\n

What do you do with the outcome?<\/strong><\/p>\n

Choose one behavior per period and organize repeated practice around it. Measure again after eight weeks. A plan that targets all gaps at once generally changes nothing.<\/p>\n

 <\/p>\n

If you are planning to launch a measurement soon, it is worth first spending half an hour on the question of what behavior you actually want to see. In my experience, that conversation changes the measurement more fundamentally than any tool. If you want to do it together, choose one role in your organization and get in touch<\/a>. We will go through the conversations that are decisive in that role and work out a few indicators, so that you can then decide for yourself whether you need an additional tool.<\/p>\n

 <\/p>\n

Sources<\/h2>\n
    \n
  • Kruger, J. & Dunning, D. (1999). Unskilled and unaware of it: how difficulties in recognizing one’s own incompetence lead to inflated self-assessments. *Journal of Personality and Social Psychology*, 77(6), 1121-1134. https:\/\/doi.org\/10.1037\/0022-3514.77.6.1121<\/li>\n
  • World Economic Forum, *Future of Jobs Report 2025*, Skills Outlook chapter. https:\/\/www.weforum.org\/publications\/the-future-of-jobs-report-2025\/in-full\/3-skills-outlook\/<\/li>\n
  • OECD, *Skills in the AI age*, OECD Artificial Intelligence Papers, July 2026. https:\/\/www.oecd.org\/en\/publications\/skills-in-the-ai-age_972bd15e-en.html<\/li>\n
  • McKinsey, *The rise of the human-AI workforce*, April 2026. https:\/\/www.mckinsey.com\/capabilities\/people-and-organization\/our-insights\/the-rise-of-the-human-ai-workforce<\/li>\n
  • Saks, A.M. & Belcourt, M. (2006). An investigation of training activities and transfer of training in organizations. *Human Resource Management*, 45(4), 629-648. https:\/\/onlinelibrary.wiley.com\/doi\/abs\/10.1002\/hrm.20135<\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"

    They always look good, those reports. Spider charts for each team, a heatmap with red and green, a management summary with four recommendations. I have seen quite a few by now, and with almost every skills gap analysis that landed on my desk, the same thing was true: the underlying data consisted of what people […]<\/p>\n","protected":false},"author":1,"featured_media":990482,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":""},"categories":[1],"tags":[],"class_list":["post-990711","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized"],"acf":[],"yoast_head":"\nskills gap analysis<\/title>\n<meta name=\"description\" content=\"Een skills gap analyse draait meestal op zelfbeoordeling, en juist wie iets slecht kan ziet dat het minst. 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