Roles & Occupations
How are job roles (occupations) defined?
We define job roles by mapping them to an organisation’s chosen capability framework (such as SFIA) to ensure each role has a clear and measurable skills profile. Our experts analyse your existing job architecture and translate role descriptions into structured profiles that outline the skills, behaviours and levels of responsibility required for success.
Why this matters: Clearly defined job roles create a common language for skills, providing a strong foundation for workforce planning and internal mobility opportunities.
How are job roles (occupations) validated?
Once defined, roles are validated through collaboration with subject matter experts and workforce data, ensuring each profile accurately reflects the role’s actual duties, outcomes and business impact. This ensures alignment with your operational needs and supports accurate workforce planning and development.
Good to know: SME’s are provided with a ‘skill to role mapping’ document and list of inconclusive skills to ensure accuracy.
How are skills and levels mapped to each occupation?
Our team of experts take the relevant role description or duty statements and align them against the chosen framework’s skills and levels – creating a skills profile. This is then verified by a team lead / manager, to ensure it accurately reflects the current expectations of the role.
Why this matters: Mapping skills and levels ensures consistency and transparency across your organisation, making it easier to plan development and support growth.
How do I add or remove skills from my occupation?
Adding or removing skills from occupations is only actionable by a member of the Greenbeam team. If you are an employee, please discuss your request with your manager. Managers should contact their Greenbeam Account Manager to discuss the addition / removal of skills.
Tip: Skills that sit outside your occupation can be added to your skill profile. These skills are assessable by employees only and will not form part of your occupational skills assessment.
Skills Assessment (How skills are measured)
What is a self-assessment?
The evaluation of an individual’s skills against the expected requirements of their current occupation, with skill descriptors used to guide decision-making. Self-assessments form part of the skill validation process, that is reviewed and verified by managers to ensure accuracy and consistency.
Why this matters: Self-assessments provide valuable insight to help employees reflect on their strengths and identify areas for growth.
What is a manager assessment?
An assessment of a team member’s skills against the expected requirements of their current occupation. Manager’s will assess each skill based on the evidence available to them, using the skill level descriptors for guidance. To achieve a particular level, a team member should be able to demonstrate capability to perform 75% of the requirements listed in the level descriptors.
Tip: Assessment levels can be updated once the manager has seen the individual develop their skill – evidenced via the development plan.
What happens if my self-assessment doesn’t match my manager’s assessment?
It’s completely normal for employees and managers to select different skill levels and this difference is actually valuable. Misaligned assessments highlight where experiences or interpretations may differ and this becomes the starting point for an open, constructive skills alignment conversation.
During this discussion, the employee and manager should review real examples and evidence of performance in-role. The goal isn’t to ‘get it right’ on the first try – in fact manager and employee assessments can remain misaligned – but to build shared understanding and support meaningful development planning.
Good to know: Misaligned skill levels will see the manager assessment taken as the ‘point of truth’ and matched against occupational requirements.
How frequently should skills re-assessments occur?
Assessment reviews should be part of your BAU, being discussed regularly during one-to-one meetings. Re-assessing skills is suggested once an individual has upskilled sufficiently – having achieved set goals within their development plan or as per your organisational PDR cycle – but shouldn’t be left any longer than three months. Ensuring skills assessments remain front of mind is essential for driving growth and development.
Tip: Set aside 5–10 mins of every one-to-one session to discuss progress, celebrate milestones and adapt goals as role needs evolve.
How do we re-assess skills after upskilling?
Upon completion of upskilling, individuals should return to their skills self-assessment to re-evaluate each skill in their occupation. Managers are required to complete the same process, to provide a balanced view. In many cases, upskilling is likely to lead to an individual moving up a level against their occupational requirements.
Tip: Regularly updating goals within your development plan makes it easier to stay focused and close skill gaps over time.
Skill Gaps & Development
How can I identify skill gaps?
Skill gaps can be identified by comparing an employee’s current, manager-verified skill level with the required skill level for their occupation. If the assessed level is below the occupation level, this indicates a skill gap. The example below sees the required skill level being 5, with the manager-verified level as a 4. This indicates a skill gap.
Tip: Having skill gaps isn’t a negative – it’s a roadmap for growth. Identifying where capability can be built helps guide learning, strengthen performance and support career progression.
Data Access & Ownership
Who can see my skill profile assessments?
Your skill profile is visible to you, your direct manager and any managers above them within the organisational hierarchy. Access is managed through strict permissions and consent settings, ensuring control over who can view or export your personal skill data.
Good to know: Only you and your direct (default) manager can adjust your skills profile, keeping ownership and accuracy in your hands.