Skills management

Competency management, skills management also has the task of describing employee skills to make them transparent and the transfer to ensure the use and development of skills relating to strategic business objectives.

Basics

Goal of competency management in the company is to effectively utilize the potential that every company has employees based on existing capabilities and skills and thus ultimately to develop the necessary skills for sustainable competitiveness. With the help of competency management it is possible to make more complex and imponderable external and internal conditions in the businesses better controlled and monitored. Competence management is therefore a management discipline that enables companies to actively manage their own competence inventory and direct.

Competence management combines two basic approaches to organization science, which also play a role here: the resource-based approach or core competence approach and the learning-oriented approach to competence. The application of a competence management, the two approaches are relevant.

Resource -oriented approach, the resource-oriented approach - also called core competence approach - dealing fundamentally with the potential use of an organization with the goal of ensuring the survival of a company through the proper resource accumulation in the long term and thereby gain a competitive market conditions.

Learning -oriented approach, the learning -oriented approach focused expertise in contrast to the individual as the expert. Competencies are characterized here as prerequisites for self- disposition.

Definition

Competency management is a core task beyond knowledge-oriented corporate management over the traditional understanding of education and training by learning, self- organization, utilization and marketing skills are integrated. Competency management is a management discipline with the task of describing competences to be made transparent and the transfer, use and development of skills geared to the personal goals of the employee and the goals of the company to ensure.

Tasks of competency management

This concept combines the level of the employee with the company. It includes all measures, methods and tools for user-oriented and company-specific identification, the transfer and the development of employee skills, with the goal of sustainably increasing the economic power of action throughout the organization.

The competence management arise in particular four tasks:

Structured representation and condensed overview of competencies to employee and company level with the aimed result of a structured qualitative and quantitative analysis of the competence portfolio. However, the developed or proposed in this context, measurement and presentation methods are often incomplete (because in the end can make especially the individual statements about his vocational skills, but is rarely asked) or contested among experts.

Critical reflection questioning the competence resources and derivation of operational interventions to improve with the aimed result of a targeted inventory and assessment of skills. This includes, for example, the gap analysis.

Distribution distribution and dissemination of competences across different levels of organization of time ( project, process, control level ) with the aimed result of a high availability of the competence portfolio. The transition to knowledge management is fluid.

Development adaptation of the competence portfolio, taking into account the existing potential and future requirements ( increase or reduction ). Also includes a risk analysis, in which the company, department or subject-specific risks associated with the departure of key competencies or their aging identified and countermeasures are proposed.

Model of integrative competence management

The implementation of a competence management in the company can be realized by a developed North and Reinhardt and tested in practice process model. The model is based on the idea that both the employees themselves can be customized as well as the Company control, customize, and develop the aggregated organizational competence portfolio. A synchronization of the two interests is inherent in this model. The implementation of the model should be adaptable for scientific remote users easy to understand and to company-specific conditions. The modular structure of the model, the practitioner should be able to adapt the model to the conditions of his company. The procedure can be divided into the phases of identification, validation and transfer. However, there are so far no examples of a complete implementation of this theoretical program.

Identification phase

Starting with the analysis of the company's existing and strategically important business and related business skills are systematically examined and identified. The model envisages that initially selected value-added processes, business processes, products, services, projects and technologies are assessed for business-related fields of expertise. Based on these findings, a strategic direction for competence management determined (eg, initiation of competence-based training; rebuilding the company's expertise XY, etc.). The results of the analysis, the derivation of the individual competencies that are relevant to the organization -dependent tasks of the employees shall be (task catalog). From this catalog are derived roles ( role catalog). For each role a unique target competence profile is created, which is broken down in each technical, methodological and social components ( drill-down ). In a catalog of competences tasks and role -related competencies are aggregated and structured by core business fields.

Validation phase

In the validation phase, the actual skills of the employees be requested from the target competence catalog. This survey can be done either analog or digital. Companies can concentrate on strategically important employee groups ( eg research and development, IT staff ). The level of competence, that is, the values ​​of the individual competencies are recognized on a predetermined scale and expertise thus made ​​measurable. In order to achieve a differentiated assessment, an assessment can be done in addition by the competence domain. In workshops with groups of employees, in individual meetings with the supervisor and / or by self-assessment by the staff of the competence profiles are checked for validity and, if necessary, modified. The result is an overview of who, where, in the company about which competencies in detail ( ↔ employee skills profile ) or as a whole has ( group ↔ competence map). Support for reflection and analysis of the results here provide various visualization techniques, which represent the database in a compressed form and facilitate decisions.

Transfer phase

Building on the transparency of the competence portfolio, the transfer of skills between employees, depending on skills demand and supply in the company, are designed very carefully. Previously isolated competence resources are organization-wide transparent and can be networked. Appropriate engineering solutions support the dynamic and periodic updating and distribution of expertise information. By a " tracking" of networking patterns among employees can be an organization-wide diagnosis of learning and competence patterns. As a management tool used, the management may use the results of the competence - course patterns as a basis for improving the competence management and the specific adaptation of the networking concept. By reduction of the model with a customized on the company performance measurement system, a permanent controlling and designing the active competence inventory possible.