Skills
Only Laura understands that process.
Beyond skills sits something more specific and more dangerous: knowledge of a particular customer, a particular supplier, a particular system, a particular way this company does something. It is rarely written down and almost never shared.
A knowledge area is a real object
Customer ACME, the billing reconciliation process, the warehouse system. Each with a primary expert, a secondary expert where one exists, and a link to whatever documentation there is.
Risk stated plainly
An area with one expert and no documentation is marked as concentrated. That is a business risk, and naming it is the entire point.
It drives the handover
When someone leaves, their knowledge areas appear on the offboarding plan beside their responsibilities — because the undocumented knowledge is the part that actually walks out of the door.
Skills
The rest of this area.
Skills, languages, certifications and knowledge areas — and where they run thin.
The skills picture
What the company can do, and how many people can do each thing.
Languages
Who can actually hold the conversation, and at what level.
Certifications & licences
What is held, by whom, and when it expires.
Training
What people have completed, what is outstanding, and what is required.
Capability gaps
What the company cannot currently do, or can only do through one person.
Run your team with clarity.
From the moment someone joins to the day their responsibilities are handed over, Orglume keeps your people, their work and your organization connected.
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