The Manager assessment provides a structured benchmark that can help you recognise strengths, identify where further development may be useful, and have clearer, evidence-led conversations with team members.
By capturing what you have observed in the flow of work, you help build a more trusted view of current capability.
Follow the guidance below when recording your observations.
1. Focus on the skills that matter for the person's roleStart with the skills most relevant to the work the team member is expected to perform.For most roles, this will mean concentrating on a smaller number of priority skills rather than trying to assess every possible skill. Use the role requirements and the person's actual responsibilities as your reference point.
The aim is to understand how their demonstrated capability compares with what the work currently requires.
2. Record what you have observed, not what you assumeSelect the highest skill level you have seen the person demonstrate consistently in their work.Consider examples such as:
- work they have delivered
- decisions they have made
- the level of responsibility they have taken
- how independently they have operated
- how they have applied their knowledge in practice
Base your observation on demonstrated behaviour and outcomes, rather than job title, tenure, confidence, qualifications, or what you believe the person may be capable of in future.Greenbeam's approach treats capability as applied ability in context. Skills and knowledge are important, but the level selected should reflect how they have been used in real work.
Note: Level descriptions do not only describe knowledge. They also reflect responsibility, autonomy, influence, complexity and the practical application of a skill.
3. Use the assessment as a benchmark, not a permanent labelYour observation reflects what you have seen at this moment in time.Capability can change as people gain experience, take on different responsibilities, complete new work or apply their skills in a new context. The assessment should therefore be treated as a useful benchmark that can be revisited, discussed and updated.The value comes from creating shared clarity-not from reducing someone to a score.
4. Do not guess where evidence is limitedYou may not have seen every team member demonstrate every relevant skill.Where you have not observed enough to make a confident judgement, record that honestly rather than inferring a level. This may highlight an opportunity to:
- discuss examples with the team member,
- review relevant work or outcomes,
- create an opportunity for them to demonstrate the skill,
- gather further workplace evidence over time.
A person may demonstrate the same skill at different levels in different contexts. Record the highest level you have directly observed them applying consistently.
Where you have not seen the skill demonstrated, do not assume its absence-simply record that you do not yet have enough evidence.
5. Use differences to support a development conversationYour observation may differ from the team member's self-assessment. A difference does not automatically mean that either assessment is wrong.Use it as a prompt to explore:
- what evidence each person considered
- whether you have seen the same examples
- whether the skill has been demonstrated in another context
- what further experience would help build confidence
- what development or work opportunities would be most useful next
The objective is not to force agreement. It is to create a clearer, more constructive conversation grounded in role expectations, workplace evidence and demonstrated capability.
Visibility creates opportunity. A clearer view of current capability helps people understand where they stand, helps managers guide development more effectively, and gives the organisation a stronger basis for future investment decision.