Who is Spotlight for?
Spotlight is for job-holders, job seekers, managers and human resources advisors.
Spotlight for job-holders (employees) and job-seekers helps with:
Spotlight for managers and human resources advisors helps by:
What does Spotlight do?
Why do we need a tool to measure Spotlight skills?
Everyone knows when customers, clients, pupils, service-users, managers and co-workers are satisfied and workplaces are running smoothly. However, it is not always clear why the workplace is functioning so well! Spotlight skills are often wrongly thought of as being the result of individual job-holders’ personalities or attitudes, rather than the result of good practices, experience, support and information-sharing.
This Spotlight tool helps job-holders and managers to more accurately describe and measure these hidden skills that help job-holders do their work effectively. That way, it becomes easier for managers to recruit staff with the right experience, induct and train them and manage their performance. It becomes easier for job-holders to do their best work and develop in their job and their career.
It’s time to put these hidden skills in the spotlight!
Does Spotlight replace other skills recognition tools?
No, Spotlight does not replace existing skills recognition tools. Instead it adds value to existing tools that you may already be using. It helps create a more complete view of job skills by adding some important pieces into the picture.
Spotlight skills in action
The Spotlight tool identifies important skills used that might otherwise be overlooked. The example provided is from an administrative job. However, the precise Spotlight skills used will vary between jobs. For example the Spotlight profiles of nurses, teachers or senior managers will look different from those of administrative officers.
An example of Spotlight skills in action.
An administrative officer employed in the head office of a government information service provides back-up to six executive officers who, in turn, work to the directors of six specialist units. The administrative officer needs a general understanding of all six directors’ work areas, as she directs general telephone and email inquiries to the correct area, prepares meeting documents and helps with minute-taking, record-keeping and archiving.
Tasks include handling telephone enquiries whilst working on the counter. Visitors and callers from inside and outside the organisation include some high status people from a range of language/cultural backgrounds. Doing the mail involves maintaining tracking databases and cajoling the directors to action correspondence. To help keep track of tasks and information flows, this administrative assistant has taught herself several software applications and shortcuts. To avoid delays and backlogs, she has also taught herself to deal unaided with problems such as computer viruses.
She is often loaned to one of the six work units, quickly learning specialist codes and procedures. She is also often asked to drop everything and help an executive officer collate materials and set up meetings called at short notice. During a job analysis interview, she described her work as involving doing whatever is thrown at her.