Everything in this section reads from one place: each employee's competency profile. Before you read about gap dashboards, career paths, succession, or learning recommendations — you should know what the profile is, in plain language.
The simplest definition
A competency profile is a small table per employee. Each row is a competency from your workspace's competency taxonomy. Each row holds a current level (Beginner, Developing, Proficient, or Expert) and a confidence number (how reliably the platform knows that level).
The profile updates automatically. Every assessment, interview, technical rating, or screening that touches a competency produces a new entry; the profile re-blends them and stores the new aggregate.
What it is, in five sentences
- The profile is the platform's best current estimate of what an employee can do.
- It is built from observed measurements only — assessments, interviews, technical ratings, screening signals.
- More recent measurements weigh more than older ones.
- Higher-fidelity measurements weigh more than lower-fidelity ones.
- It is descriptive (says what we have observed) rather than predictive (does not say what they will do in a new context).
What it is good for
The Grow surfaces all read from it:
- Gap analysis compares the profile to required competencies (of the current role, of a target role, of the team's needs).
- Career paths ranks roles by how close the profile is to the role's required competencies.
- Succession planning ranks employees by readiness for critical roles, again based on how close the profile is.
- Internal mobility suggests lateral moves where the profile is a strong match.
- Learning recommendations propose courses targeting the largest gaps.
In all cases, the profile is the spine. Improve the assessment cadence and you improve every Grow surface.
What it is not good for
- Performance reviews. The profile is about capability, not about the work someone has done. Performance is a separate signal that the platform does not record in v0.5.
- Promotion decisions on its own. The profile contributes; the decision is human.
- Predicting future hire success. The profile is built from existing measurements; predicting how someone will do at something they have not been measured on is extrapolation, and the platform avoids extrapolation in the surfaces.
Where the assessee sees it
/{slug}/me/competencies. Every employee sees their own profile, with the evidence drawer on each competency so they can see why the profile says what it says. Coverage of the assessee view is in Your competencies and Evidence behind a competency.
Where HR and managers see it
- For one person at a time — the person's profile detail page at
/{slug}/app/people/{personId}has a Competencies tab. - For a team — the gap dashboard at
/{slug}/app/grow/gapsshows team-scoped views. - For the organisation — the same gap dashboard, in by competency mode, shows the organisation-wide level distribution per competency.
Admin override of a competency score
The profile is built from observed measurements, but an HR admin can override any single competency score by hand on the person's detail page (/{slug}/app/people/{personId}, Competencies section). Each competency row carries a pencil icon; clicking it opens an edit dialog where the admin enters a new score (a number between 0 and the competency's maximum — 5 for technical, 3 for general) and, optionally, a note explaining the change.
Overrides are audited. The same dialog shows the competency's edit history — every manual change with its score, note, the editor's name, and the date and time. Nothing is overwritten silently; each save appends a new history entry.
Next
The next three pages cover the gap dashboard's three views — by person, by role, and by competency — each addressing a different question.
The 70:20:10 view of the profile
The Person Detail page is now organised into two named groups.
Profile & Screening sits at the top and contains everything relevant to evaluating a candidate or reviewing a current hire's history: application records, the competency profile, assessments, and interview notes. These are the screening signals — the evidence that led to a hiring or placement decision.
Development (70 · 20 · 10) sits below it and is only shown once the person has moved into employee status. It is not visible while someone is still a candidate. This group surfaces four development cards, each mapped to a bucket of the 70:20:10 Learning & Development Model:
- On-the-Job Training (70 %) — stretch assignments authored by the manager. This card is read-only in the current release; manager authoring arrives in Phase 2.
- Coaching (20 %) — active projects the person is contributing to, with mentor relationships planned for a future release.
- Career — the person's career roadmap, showing target roles and readiness gaps.
- Through Learning (10 %) — course and L&D recommendations generated from the competency profile's gap analysis. This section now also includes AI-matched course links from the Saudi L&D catalogue (IPA, TVTC, Doroob, HRDF, KAUST, and others), surfaced as clickable provider-labelled links inside the competency's detail dialog.
The 70:20:10 framing follows the 70:20:10 Learning & Development Model documented in the internal primer at docs/research/references/frameworks/70-20-10-model.md. The split reflects the research consensus that most meaningful development happens through work (70 %), a meaningful share through colleagues (20 %), and a smaller share through formal training (10 %).
Per-gap development plan
Each competency gap row on the Person Detail page can be expanded to show a three-part plan (On-the-Job 70 / Coaching 20 / Through Learning 10). See the development plan guide for how managers author actions and how employees track them.