The Difference Between Skill Validation and Certification in Sales Enablement

Hey, Enablers, Happy Friday. Mike Kunkle here. Welcome to this week’s edition of Sales Enablement Straight Talk!

Today, I want to share some ideas about conducting skill validations and why I believe they are generally better than trying to conduct true certifications.

NEWSLETTER

As sales enablement practitioners, how can we ensure that our sales teams:

• Are truly enabled and ready to sell?
• Are capable of using what they have been taught at a proficient or mastery level?

And, perhaps even:

• How can we at least begin to measure and validate the impact of our sales enablement initiatives?

One way to answer these questions is to use different methods of skill validation, such as assessments, simulations, and observations (live or recorded). These methods can help sales enablement practitioners assess the current state of their sales teams, identify gaps and areas for improvement, and provide feedback and recognition. The term “certification” is often used for this, but true certification is somewhat different. In this newsletter edition, we will explore the difference between skill validation and certification in sales enablement, and how they can be used to enhance sales performance and outcomes.

Note: This newsletter edition will focus on the difference between validation and certification, but in a future newsletter, I will go into more detail about how to build or structure and lead effective skill validation programs.

What is Skill Validation?

Skill validation (also called validated learning or skill verification) refers to the process of assessing, verifying, and documenting an individual’s competencies in a specific area. Learners demonstrate their competency by putting into practice the concepts and skills they’ve learned in training. Essentially, it’s saying to learners:

“We’ve trained you, now show us that you can do what you were taught.”

This is very much like my simple Tell / Show / Do / Review model.

Individuals who successfully put knowledge into practice and demonstrate skills that are known to produce results are considered "job ready." Skill validation can be done in various ways, with both precursors and actual validations.

PRECURSORS

• Knowledge Assessments: These tests measure the learner’s knowledge or understanding of a topic or skill. Knowledge assessments are a prerequisite to skill validation – you must know what to do before you can do it. They can be used to evaluate the learner’s baseline level, progress, or mastery of the knowledge required to perform a task. Knowledge assessments can be either formative (providing feedback and guidance during the learning process) or summative (measuring the final outcome or achievement of the learning goal).
• Competency Assessments: These assessments can be both a precursor and a post-validation tactic. Competency assessments are self-rating or multi-rater assessments of a stated competency, usually in the form of a survey with a Likert scale. Once a task is taught, competency assessments are helpful to identify skill gaps. When both a rep and manager (or others) assess the rep’s competencies, they can also identify alignment (where they agree) and perceptual differences (where they disagree) on the rep’s skill levels and areas for development. This fosters good coaching conversations that should lead to full alignment (which may require observation in the field or listening to recordings), and eventually, a personalized learning plan to close the identified competency gaps.

SKILL VALIDATIONS

• Skill Simulations: These are realistic scenarios that mimic real-world situations that the learner will encounter on the job. They can be full-scale simulations such as putting someone into an office setting and observing them “do the job” (answer the phone, respond to emails, run meetings, demonstrate sales expertise) or partial simulations, such as a role play designed to assess specific skills. In either case, simulations can be used to test the learner’s ability to apply their skills in a safe and controlled setting, without risking any negative consequences. Simulations can be either virtual (using software, online platforms, and/or AI bots) or physical (a role play with a partner or a panel, observed or recorded and graded).
• Performance Tasks: These are tasks or projects that require the learner to produce a tangible output or deliverable that demonstrates their skill. Performance tasks can assess the learner’s creativity, problem-solving, or collaboration skills, as well as the quality of their work. They can be either individual (done by the learner alone) or group (done with others). Examples include creating an omnichannel prospecting sequence, proving the right content to the buyer based on a case scenario, assessing and documenting the buyer landscape for a complex opportunity, developing an account plan, or planning a meeting to achieve predetermined objectives. These assessments don’t require verbal skill, like a role play would, but require the learner to do something that demonstrates the other behind-the-scenes skills that are important to their sales success.

What is a True Certification?

Certification (also called credentialing or accreditation) refers to the process of granting a formal recognition or endorsement of an individual’s competencies in a specific area. Learners earn a certification by meeting a set of predefined standards or criteria, usually established by a reputable authority or organization, and assessed in a valid, reliable way. A certification serves as proof or validation of the learner’s skill level and can be used to enhance their credibility, reputation, or career opportunities. True certification can be achieved through various methods, such as:

• Exams: These are standardized tests that measure the learner’s knowledge, understanding, or application of a topic. Exams verify the learner’s understanding of a skill and allow for comparison of their performance with others. Exams can be either written (using paper or online formats) or oral (using speech or interviews).
• Portfolio Reviews: These are collections of work samples or evidence that showcase the learner’s skills, achievements, or growth. Portfolios demonstrate the learner’s breadth and depth of skill and allow for reflection on their learning journey. Portfolios can be either digital (using electronic or online formats) or physical (using paper or other materials).
• Badges: These are visual symbols or icons that represent the learner’s skills, accomplishments, or interests. They are a good strategy when a certification occurs in steps, over time. (Note: This strategy can also be applied to skill validations that occur in stages.) Badges can motivate the learner to pursue new skills and display their skills to others. They can be either open (using a common standard or platform that can be shared across contexts) or closed (using a proprietary or exclusive system that can only be used within a specific context).

How are Skill Validation & Certification Different?

Skill validations and true certifications are both valuable methods of measuring and validating skills, but they have some key differences:

• Purpose: Skill validation is mainly used for learning and development purposes, providing feedback and guidance to the learner, or validating their mastery of a skill or set of skills or a sales methodology. True certification, on the other hand, is mainly used for recognition and credentialing purposes, providing proof and endorsement to the learner beyond a job-specific setting. (It would carry over from one job or one company to another.)
• Process: Skill validation is usually done during or after the learning process and is often integrated with the training content or curriculum. True certification is typically done after the learning process and is often separate from the training content or curriculum. To be valid, certifications must be proven relevant to on-the-job performance, legally defensible, and follow professional testing standards, especially if they are used as a basis for continued employment.
• Criteria: Skill validation is usually based on the learner’s performance or output, while certification is usually based on the learner’s compliance or input. Skill validation is often flexible and adaptable to the learner’s needs and goals, while true certification is often rigid and fixed to the authority’s standards and expectations.
• Outcome: Skill validation is usually a formative or ongoing outcome, validating a certain level of expertise or improving the learner’s skills. True certification is usually a summative or final outcome, proving the learner’s skills or competencies.

How can Skill Validation and Certification be Used in Sales Enablement?

For work-related purposes, it’s my recommendation to focus on internal skill validations for sales enablement purposes. I would recommend external, validated, industry-recognized certification programs only as needed and required for the job. If your team sells solutions that require a deep understanding of something such as medical or healthcare practices, technical expertise, aircraft maintenance, GAAP accounting practices, compliance with highly regulated financial services, or similar areas, using industry-standard certifications can make sense. (A license to sell insurance or securities is a good example. They are required for continued employment, have continuing education requirements, and are managed by an external certifying body.) Otherwise, validate your employee's understanding of policies, processes, practices, methodologies, products, industry/market, and the related skills you’ve taught them (which you hopefully know are required for job success), and call it a day.

• Assess: Skill validation can help sales enablement practitioners assess the current state of their sales teams, identify strengths and areas for development, evaluate the effectiveness and impact of sales enablement initiatives (can my sellers do what they were taught?), and measure the return on investment (ROI) of sales enablement efforts. They can determine the readiness of new employees or current employees for a new product launch or implementation of a new sales methodology.
• Develop: Skill validation can help sales enablement practitioners develop the skills and competencies of their sales teams, close gaps in areas of improvement, provide personalized and adaptive learning experiences, and tailor training content and delivery methods to the sales teams’ needs and goals.
• Apply: Skill validation can help sales enablement practitioners gauge the skills and competencies of their sales teams to apply what was learned, ensure they are ready and able to sell to the company’s standards, reinforce and sustain learning outcomes, and transfer skills and knowledge from training to the field.
• Recognize: Skill validation can help sales enablement practitioners recognize the skills and competencies of their sales teams, provide feedback and appreciation, motivate and incentivize sales teams, and reward them for their achievements and performance.

Closing Thoughts

Skill validation and true certification are two different but complementary methods of measuring and validating skills in sales enablement. They can help sales enablement practitioners assess, develop, apply, and recognize the skills and competencies of their sales teams, enhancing their sales performance and outcomes. By using skill validation in sales enablement, practitioners can ensure that their sales teams are truly enabled and ready to sell. When deep expertise is required in a specialized field, sourcing and using a true certification may make sense.

That said, if you do want to build a validated, defensible internal certification, it’s not impossible, but it does require hard work and comes with some risk—especially if continued employment is based on being certified. If you’d like to explore more about performance-based certifications, check out Performance-Based Certification: How to Design a Valid, Defensible, Cost-Effective Program by Judith Hale.

Lastly, as I mentioned in the beginning, this newsletter edition focused on the difference between validation and certification, but in a future newsletter, I will go into more detail about how to build or structure and lead effective skill validation programs. Until then, I hope this edition has been helpful.

RESOURCES

• Book: Performance-Based Certification: How to Design a Valid, Defensible, Cost-Effective Program by Judith Hale
• Article: What is Skill Validation and Validated Skills Development - Skillable
• Article: Skills Validation - Moving from Learning to Performance | AOC (aoccorp.com)
• Article: What + How: A formula for skills validation methods - Education Design Lab (eddesignlab.org)
• eBook: Business-RoundtableMultiplePathwaysInitiativeSkills-BasedInternalMobilityPlaybook.pdf

Well, that's it for this week, Enablers! Did you learn something new reading/watching this newsletter? If you did, or if it just made you think (and maybe chuckle from time to time - bonus points if you snorted), share it with your favorite enablement colleague, subscribe right here on LinkedIn, and check out The Building Blocks of Sales Enablement Learning Experience. Felix Krueger and Mike Kunkle are both Building Blocks Mentors, and we hope to see you there! For other courses and content from Mike, see: https://linktr.ee/mikekunkle

Until next time, stay the course, Enablers, and #MakeAnImpact With #Enablement!