Skill alignment first: A better way to build development plans

Building clarity through alignment first

Starting with observed skill levels (from manager and self-assessments) creates a grounded, people-first conversation. It allows both manager and team member to:

• Compare perspectives.
• Acknowledge strengths.
• Surface differences in perception.

By contrast, jumping straight into where someone sits against their role requirements can derail the discussion. It shifts focus to the role rather than the person, and risks overlooking valuable insights about how the employee currently sees themselves.

Exploring the Gaps Together

It’s important to acknowledge that differences between observed skills (today) and required skills (future) are not a problem, they are the starting point for development.

By exploring skill assessments first, managers and employees can:

• Spot alignment: areas of agreement that build trust.
• Uncover misalignment: differences in perception that spark valuable dialogue.
• Prepare for the future: once the individual picture is clear, occupation requirements can be introduced as benchmarks for career progression.

This sequencing bridges the gap between “where we are now” and “where we need to be”.

Why this approach works

Research and practice reinforces the value of this sequence, especially when it comes to adult learning, and shows learning is most effective when it builds on current experiences and self-perceptions. See our reference for more on Andragogy and adult learning in practice.

Beginning with self-reflection and feedback fosters trust and psychological safety, making employees more open to future-focused conversations.

In short, starting with observed levels promotes stronger alignment, deeper understanding, and better outcomes.

Turning insight into action

Managers can apply this approach by:

1. Reviewing assessments first: Begin with self-assessments and manager-assessments.
2. Exploring differences openly: Use contrasting views as conversation starters.
3. Bringing in the occupations view later: Once alignment on observed skills is reached, use occupation requirements to map the pathway forward.

This sequence anchors development plans in both the individual’s current reality and the role’s requirements.

Start with the person, then move to the role. This simple shift creates more open, effective, and future-focused development conversations. Learn more in our Knowledge Base on navigating skill alignment conversations, and for additional tips, explore the Greenbeam customer portal.

Reference note:
In his book, Andragogy in Action (1984) Malcolm Knowles applies the principles of andragogy to real-world adult learning settings immediately relevant for managers designing development conversations. Check out Malcolm Knowles Adult Learning Theory | Principles & Assumptions for a great blog discuss how to put the theory in practice.