Skills and Capability Analysis
A practical guide to understanding what the buyer really wants and how to build a winning response.
The real challenge isn't skills analysis
When I first look at a tender, I focus on what the buyer truly needs.
For JNCC SUPPORT CO, it's not just about conducting a skills gap analysis.
It's about creating a tailored approach to understand and develop their workforce over the next three years.
The contract covers designing and delivering a Skills Gap Analysis that informs strategic workforce planning and a Learning and Development Plan for 2026-2029.
It's not just about identifying gaps.
It's about shaping future capability.
Think about strategic workforce planning
JNCC SUPPORT CO is focused on having the right people, in the right roles, with the right skills.
This means they need a supplier who can look beyond the immediate task.
Someone who understands strategic workforce planning.
If I were evaluating bids, I'd be looking for evidence that you can align skills analysis with long-term workforce strategies.
Pay attention to what they say
The buyer spells out that they currently lack a unified approach for assessing skills.
This is a huge clue.
Your response should focus on creating consistency.
Explain how your approach will provide a consistent assessment across individual, team and organisational levels.
It's not just about data. It's about insight.
Most bidders will focus on data collection.
But what JNCC SUPPORT CO really needs is insight.
They want high-quality evidence to shape their Learning and Development Plan.
I'd build my submission around how you'll turn data into actionable insights.
Remember who you're trying to convince
The end users of your analysis are the decision-makers who will craft the L&D plan.
They need clarity, not complexity.
I'd focus on how your analysis will make it easier for them to identify and address capability gaps across directorates.
Evidence always beats promises
In my experience, many bidders promise robust analysis.
Few prove it.
If you've successfully delivered similar projects before, showcase that evidence.
- Case studies from similar organisations
- Testimonials from past clients
- Data-driven results that led to strategic improvements
Don't underestimate the role of the Civil Service competency framework
JNCC SUPPORT CO uses the Civil Service competency framework.
Your analysis should be tailored to this framework.
Explain how your approach aligns with these competencies and how it will enhance their application across job families.
Consistency over the whole term is key
One thing I'd keep in mind is maintaining consistency throughout the contract.
The analysis must remain relevant and useful from start to finish.
If I were writing this tender, I'd detail how I ensure consistent quality and relevance in my deliverables.
Avoid submissions that:
- Focus solely on data collection without insight
- Ignore the Civil Service competency framework
- Lack evidence of past success
- Overlook strategic workforce planning
- Fail to address consistency in assessment
- Miss the importance of aligning with future planning
- Overcomplicate the analysis process
- Neglect the organisational structure and job families
My Final Thoughts
JNCC SUPPORT CO is looking for more than just a skills analysis.
They want a partner who can help them strategically manage their workforce and inform their future planning.
The contract is valued at £34,000, which means every pound spent needs to deliver real value.
Your written submission will need to convey how you can deliver high-quality, consistent insights that align with their strategic goals.
Thanks for reading.
I hope this guide has helped make public procurement feel a little less daunting. If it has, then it's done its job.
P.S. Got a question?
If you've got a question about anything you've read, or you're stuck on a tender, just send me an email.
Whether it's a quick question or you simply need pointing in the right direction, I'm always happy to help if I can.
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Our guides are written using publicly available procurement information, including contract notices and published tender documents where available. They are designed to help suppliers understand the buyer's likely priorities and think more strategically about their approach. They are not based on any bidder's confidential submission, bespoke bid strategy or non-public procurement information.