2. 1. Strategy of Competence
management
Increased competition between companies leads to higher
•
demands for quality, shorter delivery time and better
guarantee for delivery in time.
This is why the issue of “Competence” is of fundamental
•
importance to every company and institution to cope with
new markets and new requirements from the customers and
clients.
“Competence is the enactment of knowledge, skills and
•
characteristics that are critical for individuals to master if
they are to achieve high performance in the completion of a
task”
Since the early 70’s, leading organizations have been using
•
competencies to help recruit, select and manage their
outstanding performers.
3. In general, competence management involves:
•
1. The specification of an organization's competence (core competence
on macro level-what company needs)
2. The identification of competences in use and competence needed
for each individual (so called “competence gap” - what employees can
do and what they should improve)
3. Competence development through training and coaching (individual
development plan-to achieve core competencies)
Macro level competencies are highly dependent on individual
•
members of the organization, there are considerable efforts to
integrate these two perspectives.
4. 2. Identification of general and
specific Competences
Competences on macro level - why and how to identify them?
The development of the competence must be connected to
•
the company's goal and strategic planning. Important
question are:
What is most important for the company to succeed and to
-
reach it's goals?
Why?
•
These are sources of a firm's core competence, and hence,
its competitive advantage.
How?
•
By looking at the strategy of the company, describe what we
have to master to get success.
5. Questions that might be helpfull:
•
What does our competitors do better than us? What are customer's
-
most important criteria for buying. What are typical trends in our
business sector? What can we learn from neighbor companies
doing it well? Does there exist a result from research and
development that is related to us? How to keep our current
customers and how to get new ones?
Examples:
•
at the organizational level: culture, routines, procedure, good
-
cooperation between departments
human resource level: team work, responsibility-behavioral,
-
leadership, career development
technology processes: new solutions…
-
6. Levels (general-specific):
Identification of competencies can be done on different levels
•
(general-specific):
1. Organization-Wide (“core competencies” or those required for
organization success)
2. Job Family or Business Unit Competency Sets
3. Position-Specific Competency Sets
4. Competency Sets Defined for employee
Those ”smaller” competences must match to (achieve) company's
•
goal and make company more ready for future demands.
(competence-in-the-making).
7. Competence mapping
This gap has come into being because the market is demanding and
•
only companies/institutions that adapt to these higher demands will
survive.
Competence mapping is to make a connection between what the
•
company needs and what the worker can perform and eventually
detect a gap.
1. What do we have?
Mapping current competence- give an overview of who does what in the
–
company and what is expected from her/him. Make descriptions of each job
function in the company. What requirements do exist to each of the job
functions?
8. 2. What do we need?
Can we describe what we need for future demands? What skills,
-
competences, and on what level is necessary for this job position in the
future?
What kind of competence in the context of my job position is valuable for
-
development of the company and me personally ?
How can I implement it in practical working?
-
How can I measure improvement in this field?
-
Give specific description of content of the needed competence
•
(“results orientation” - what it means on behavioral level?).
Now we have a list of what he/she has to know and what he/she has
•
to master. Let each person to evaluate relevance of these
competences. Make short-listed competences.
9. 3. Gap analysis between current status and competence areas we
need to develop.
From this short-listed competences we can make a questionnaire to each
-
person and find out which competence areas that are mastered and which
are not.
Self-assessment: Let each person evaluate his/hers short–listed
-
competences competence to current work content.
After fulfilling this examination we comes up with a competence profile for
-
each worker and how good this profile matches the company's need.
10. Why it is crucial that Individuals are part of their competence
•
development?
“A critical element in an individual developing along a career
–
track is the individual's desire, interest, and learning capabilityquot;.
They are motivated either by their own competence interests or
organizational competence needs. This way is challenge for the
workers.
11. 3. Activites toward Competence
management
Shifting from a job-based orientation to a compentence-
•
based one requires significant change in the physical
(e.g., systems and practices) and conceptual (e.g.,
assumptions and beliefs) infrastructure.
1. Estimate the Value of Competency - In any event, to
manage competency development you must first develop
an understanding of the value of competent employees.
2. Develop Core Competencies - (top management)- share
them with employees.
3. Develop specific competences for each unit, job position,
employee...
4. Measure competencies gaps (what we know and what we
need to know)
12. 5. Make a competence’s development plan for each person, make
priority list showing what to do next and relate this list to budgets
and measure criteria.
6. Establish procedures for systematic and continually supervising.
Demonstrations of competences-Performance indicator. Be sure
–
that results of the process are asked for, and gained results
should be praised for.
Follow the results on each level of company (improvement of
–
employees - improvement of company). Long term project.
13. Organizations adopting a compentence-based approach will:
•
find that they have to market their competence needs to their
–
workers in order to stimulate individuals' interests in a particular
competence.
require shifts in job and reward system design, as well as in
–
staffing and training practices. Competence - based systems
reward employees for learning and flexibility, and for developing
skills that allow them to complete multiple tasks. It relies on
person - the individual worker's ability to add unique value to
products and services!
14. HR departments- for instance, the selection of individuals for
–
organizational membership rather than for a particular job.(job-
based approach develops job descriptions and then tries to find and
shape individuals to fit them. Furthermore, the job-based approach
fails to take into account individuals' abilities to contribute to the
organization's success beyond the boundaries of their job.)
need to support not only individual knowledge workers' needs,
–
but also the needs of the organization
Number of challenges that face organizations wishing to manage
•
competencies.
