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A skill gap analysis shows exactly where your people’s capability falls short of what their roles need, so learning budgets go where they matter. We help organisations run that assessment through their own managers, turn the results into clear priorities, and hire new people against the same standard.
98% of new hires retained after we built the hiring process · Gap assessments run across two manufacturing units · Competency-based hiring embedded at a major airport
Learning budgets follow requests and fashions rather than evidence of what each role is actually missing.
A good year can hide a skill that will not carry someone into the next one. Performance ratings rarely show where capability is thin.
Each interviewer asks different questions and looks for different things, so hiring decisions are hard to compare and harder to defend.
When the role was never clearly defined and onboarding is left to chance, good people leave before they have settled.
We put your competency framework to work, so it shapes who you develop and who you hire.
We design a structured gap conversation and assessment form, train managers and employees to use them, and consolidate the results into a clear view of capability gaps by role, team and function.
For the roles that carry the business, we assess current capability against what the role needs now and next, feeding directly into succession planning. For assessing individual senior leaders, see our leadership assessment.
We turn assessment results into a prioritised register of training needs, and a learning plan that balances on-the-job experience, mentoring and classroom learning.
We build a phased hiring plan by role and grade, and interview guides and questions tied to the skills and behaviours each role needs, so every candidate is judged against the same standard.
We train your interviewers in behavioural interviewing, and design a structured six-month onboarding programme so new hires settle into the role and the culture.
Use your existing competency framework, or build one first through competency mapping.
Train managers and employees in how to hold an honest, structured gap conversation.
Run self and manager assessments across the roles in scope, and validate the results with functional heads.
Consolidate the gaps, build a register of training priorities, and design the learning plan to close them.
Build the hiring plan, interview guides, interviewer training and onboarding, so new people join with the capability the roles need.
Budgets are spent, but capability problems remain.
Growth, a new site or a new capability centre means many hires in a short time.
People join, struggle to settle and leave within the first year.
The competencies are defined, but nobody assesses or hires against them.
New technology or a new operating model means the skills the business needs are shifting.
Once roles, skills and behaviours were defined, we trained managers and employees in both units to run gap conversations, validated the results, and built a register of training priorities and a learning plan. On the hiring side, we built a phased hiring plan by role and grade, interview forms tied to the framework, interviewer training and a six-month onboarding programme.
Result: 98% of people hired since the engagement began have been retained, as reported by the business.
As part of a wider culture transformation, we built competency-based interviewing capability across the organisation, with an interview guide for every leadership competency and training for the people using it.
Result: Competency-based hiring, performance and promotion institutionalised, with new leaders hired to support a major expansion.
With roles, skills and behaviours defined, managers are being trained to run gap conversations, and capability for critical roles is being assessed ahead of succession planning.
Manager training, assessment, consolidation and a prioritised learning plan, once a competency framework is in place.
Hiring plan, interview guides, interviewer training and onboarding, built for your roles.
Competency mapping, gap assessment, hiring and succession together, typically over six to twelve months.
Every engagement is run through your own managers, so the capability stays in the organisation when we step back.
Tell us where capability or hiring is letting you down. We will help you see what a talent assessment and hiring system built around your roles would look like, for organisations across India and the UAE.
A skill gap analysis compares the skills and behaviours each role needs with the capability people have today. The result shows where gaps are, how large they are, and which matter most to the business.
An appraisal looks back at results. A skill gap analysis looks at capability against what the role needs now and next, so it shows what to develop, not just how someone performed.
Your own managers and employees, using a structured conversation and form we design and train them in. We facilitate, validate the results with functional heads and consolidate them, so the organisation can repeat the process itself.
Competency-based hiring judges every candidate against the same defined skills and behaviours for the role, using structured interview guides. It makes hiring decisions comparable, fairer and easier to defend.
It is a structured way of interviewing that asks candidates for specific past examples of each competency, often using the situation, task, action and result method. We train interviewers to use it consistently.
This work covers capability across the workforce and the hiring process. For in-depth assessment of individual senior leaders and candidates, see our leadership assessment.
Once a competency framework is in place, a skill gap assessment typically takes a few months. A full hiring system, from plan to onboarding, is usually built alongside it.
Yes. We work with organisations across India from Bengaluru and across the Gulf from Dubai, in person and virtually.
Planet Ganges is a prominent player in Business Transformation, delivering tailored interventions in Organisational Culture, Climate, and Leadership Capability.