The by competency lens answers: across the whole organisation, how is one specific competency distributed, and who holds it most strongly? It is the lens you use when planning a learning programme, considering an investment in a capability, or scoping the talent pool for a future move.
Where to find it
/{slug}/app/grow/gaps. Choose the Competency lens tab, then pick the competency from the searchable dropdown. The dropdown lists the competencies your workspace selected during onboarding (the same set shown on the Competencies page) — not the entire global catalogue. Each option carries a Technical / General badge, and the type is searchable (typing "technical" filters the list). Picking a competency shows the app loader until its data arrives. (If you are a line manager, only the people in your reporting tree are counted.)
What you see
Two parts:
- A distribution histogram — one bar per proficiency level, each bar's height being the count of employees at that level. The number of bars follows the competency's own scale: a technical competency has five levels (L1–L5), a general competency has three (L1–L3). Employees with no measurement yet are not a proficiency level — they are reported separately as an "unscored" count beneath the chart, not as an L0 bar. Each level has its own colour, ramping from low (deep navy) through teal, olive and amber to high (sage green), so you can read the shape of the workforce on that competency at a glance.
- A ranked people list below it — up to the top 20 employees who have a measurement on this competency, sorted highest level first. Each row shows the person's name, their job description, and a small bar with their numeric level.
Only employees who have at least one measurement on the competency appear in the list; the histogram counts them by level.
Export to Excel
Export (.xlsx) beside the picker produces a two-sheet workbook. People lists name, job description and measured level, ranked exactly as on screen — but the full list, not only the top 20 the page shows. Distribution is the histogram as level → headcount, with the unscored count as its own labelled row rather than an L0 bar. The competency's name is written into the first row of both sheets, and column headers follow your interface language.
Line-manager scoping applies to both sheets: a manager exports their reporting tree only, never the whole organisation. The file arrives as gap-analysis-skill-<skill>.xlsx.
Cross-organisation patterns this exposes
Reading the shape of the histogram plus who sits at the top lets you reason about:
- Strategic capability gaps. If three job descriptions require strong stakeholder management and only two people sit in the top bar, the next leadership hires need to bring it.
- The effect of internal training. Re-checking the histogram a quarter after a training push shows whether the mass has shifted up the levels.
- Competency drought. If the top bar is empty — nobody at the highest level on financial modelling — the next senior finance hire will have to bring that depth.
Acting on the view
- Authoring a training programme. A competency whose mass sits well below the level its job descriptions require is a candidate for organisation-wide training.
- Hiring strategy. A competency required by several job descriptions but thin across the workforce signals a need to bring it in via hiring.
- Career-path framing. A competency where the workforce is strong is one where internal mobility is feasible; where it is weak, lateral moves into job descriptions requiring it will be hard to fill internally.
Next
Career paths — the surface that ranks job descriptions for an individual based on their profile — is covered next.