Rows: the people in scope
Use a stable employee identity with role and site. Define which active workers belong in the current review and retain historical records separately.
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Decide what a manager should learn from one row
Start with the decision, not a long catalogue of courses. A manager needs to understand which requirements apply to an employee, what evidence currently satisfies them and what action is needed for the remaining gaps. The matrix should make those answers readable without pretending that training completion, a valid credential and demonstrated ability are the same thing.
Columns: applicable requirements
List qualifications or skills that support the roles in scope. Identify whether each requirement is satisfied by training completion, a renewable credential or an observed task assessment.
Define what each matrix status means
| State | Evidence behind it | Manager’s action |
|---|---|---|
| Not required | The requirement does not apply to this person’s current role/site. | Exclude it from required coverage. |
| Missing | Required, but no current accepted record satisfies it. | Assign learning or assessment. |
| Assigned | Required work has an owner and planned action. | Monitor due work. |
| Under review | A result exists but is not yet accepted. | Obtain the review decision. |
| Current | Accepted evidence satisfies the applicable requirement today. | Retain the source and monitor changes. |
| Expiring / expired | The credential has a relevant upcoming or passed validity date. | Open the renewal work. |
| Practice required | Observed essential criteria remain unmet. | Arrange targeted practice and reassessment. |
Calculate coverage without rewarding irrelevant cells
Build the denominator from the roles, not the catalogue
Worked design example: three technicians each need four requirements and two inspectors each need three. That gives 18 applicable requirements. If 14 are current, coverage is 14 ÷ 18 = 77.8%; the other four still need a reason and next action.
One technician then moves into inspection. Suppose one former requirement no longer applies and two new requirements do. The denominator becomes 19. Recheck which accepted evidence still applies before calculating the new numerator; do not carry the old percentage into the new role.
Keep a separate view of the unresolved states. Two teams at 75% coverage may need very different action if one is waiting for evidence reviews and the other has expired credentials or essential practical gaps.
Review changes as well as the monthly summary
A role changes
Recheck applicability and retain evidence that still satisfies the new role. Assign newly required work rather than duplicating every old course.
A training version changes
Keep historical completions tied to their original version. Decide whether the new requirement calls for retraining.
A credential or assessment expires
Reassess current readiness between management meetings. Keep the renewal or reassessment owner and due date attached to the gap.
Evidence is corrected
Review the changed record before relying on it again. Do not let an old acceptance automatically endorse a different file or result.
Move from a useful matrix to accountable follow-up
A spreadsheet is a practical way to agree your roles, requirements and definitions. When the design is clear, the Jodoo matrix connects each requirement to its assignment, current evidence and next action. Coordinators can adjust requirements and views as the team changes, while managers can inspect the record behind a state.
Designing a matrix that supports real decisions
Should the matrix list courses or competencies?
Use the requirement that supports the decision. A course can be evidence for a requirement, while a practical skill may need an observed assessment. Label the requirement type so completion and demonstrated ability are not treated as interchangeable.
How often should the matrix be reviewed?
Review it when roles, requirements or evidence change, and on a cadence that supports staffing decisions. Expiry-driven checks need to run between management reviews; a monthly meeting alone may miss a credential that expires tomorrow.
Should former employees stay in the current matrix?
Exclude inactive people from current workforce coverage while retaining their records according to your retention rules. Otherwise the denominator can misrepresent the team a manager actually needs to staff.
What should happen after a gap is found?
Name the responsible coordinator, the action and its due date. Link the assignment or reassessment back to that requirement. A coloured gap with no owner is a report, not a follow-up process.
Put your matrix design into practice
Use the live training matrix
Explore the sample records, then configure the requirements, fields and working views for your team.