Key competences are a valuable and vital resource in companies. A competent team makes the organization capable of action and brings the desired success. With the major transformation processes in the world of work, the demands on competences are also changing. At the same time, competent employees are becoming increasingly rare due to the shortage of skilled workers. Strategic competence management is therefore an elementary factor of future-oriented personnel development. Which core competencies are in focus varies from company to company and from sector to sector.
Introduction of a competence model
For our client, a medium-sized company in the construction industry with its own production facilities and around 800 employees, we started with an as-is/target analysis of the existing structures and requirements: Which competences exist and which are needed? How are the HR processes structured? What does an optimal job and role description look like? There are many points to clarify at the beginning and a precise analysis is essential to define exactly the competences that are needed in the short, medium and long term. Based on this information, THE MAK`ED TEAM has developed a roadmap and a communication concept to enable a structured and efficient procedure for the development and introduction of the competence model. In close cooperation between HR and the specialist departments, the competence model was then developed, starting in a pilot area, and implemented in the existing HR management.
Lean processes, agile approach
In the past, complex competence models were usually developed in their entirety at great expense and then implemented throughout the company. This was often laborious, sometimes the desired results failed to materialize or were insufficient and not infrequently time-consuming and costly. New, modern models, on the other hand, are simple, understandable and demand-oriented. They rely on agile management processes that are subjected to a test run in a defined pilot area and optimized in a targeted manner. For our client’s pilot project in the selected business area, the required competences for the relevant roles were precisely defined. In the course of this, the competence model was used for personnel requirement planning, recruiting and personnel development. Thus, important areas such as personnel marketing, personnel selection, employee interviews, development and career paths and succession planning were professionally implemented. For the personnel development measures, defined qualifications for specific jobs and roles were linked to the competence model. This then formed the basis for the development of career paths and succession planning. We then successively adapted the competence model in a pilot area and introduced it in a period of two months. After the successful pilot phase, it was developed and implemented for the other areas of the company. This introduction was supported by an already existing HR system in which the competence model could be stored.
Ensuring sustainable results
Our client has been able to profit permanently from the introduction of the competence model. The implementation, which is demand-oriented and adapted to the HR processes, has brought the results that were desired and planned: With the agile model, the company can continuously develop the required competences in a very targeted manner, optimally utilize them and ensure transparency regarding inventory and demand – also in the medium and long term.
There is a wide range of solutions and methods for personnel development. We at THE MAK`ED TEAM are experts for small and medium-sized enterprises and can look back on a great deal of experience in corporate development and management. We support SMEs in the successful and sustainable implementation of their individual competence management model – with motivated employees and without major organizational effort.
