Define the skills that matter
Begin with an observable task, the level of performance required and the evidence a reviewer would accept. A skill name alone does not explain what good work looks like.
Group requirements by role and department where that reflects real differences in the work. Keep shared skills consistent across teams.
Connect the map to learning
Use role and audience requirements to connect people with relevant paths, courses and practical checks. Assignment conditions can narrow the audience by role, department or location.
When someone changes role or department, review what still applies, what needs new learning and which earlier evidence remains relevant.
See the next action
A useful map distinguishes missing learning from a pending assessment or manager review. Each gap should have an owner and a practical next step.
Bring one role and one department to your evaluation. Check whether the requirements, assignments and evidence answer the question your people leader needs to ask.
