An essential backbone of manufacturing SMEs are production employees who are proficient in the applications and have the relevant experience. These employees are crucial for the innovation and competitiveness of the company. In order to keep pace with the many changes and transformation processes in the competitive environment and to fully exploit the innovative capacity of the company, it is important to promote and permanently develop the competences of the employees in production. This can be implemented in a focused manner with strategic competence management. Read more
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Competence management is important in a company to ensure that employee resources are used optimally. Through competence management, the skills and competences of employees can be developed and used in a focused way. Competence management is a demanding task. How does the company know what competencies a person has outside their field of work? And how can these competences be used professionally?
In order to solve these and many other challenges in competence management without spending a lot of time and personnel, the use of skill management tools can be a useful method: The right tools ensure that skills management can be implemented efficiently. Digital tools can be used for every step along the employee life cycle and significantly improve the results. The tools start at different points along the employee’s career path. Which tool or mix of tools a company needs depends entirely on individual needs. All-in-one solutions are often very powerful for SMEs. The key question in the selection process is: What requirements should be met by the competence management system?
Up and down the country, companies are rumbling. There are already too few skilled workers and in the coming years masses of baby boomers will leave the labour market. The large vacancies that will arise here cannot be covered by the next generation by a long shot. In parallel, current topics such as digitalisation, sustainability or supply chains demand fundamental transformation processes from companies. New structures and competences are needed for all these challenges. This presents HR managers with the task of mastering the balancing act between the changed labour market and the changed corporate world. To do this, they need a systematic and structured approach to competences. Thus, competence management is increasingly moving into the focus of many companies. Never before has it been more urgent to know the competencies of employees and to develop personnel in a targeted manner in order to secure the company’s ability to act and innovate.
