- Personnel development begins on an employee’s first day with the company.
- HR development ends when the employee leaves the company.
“From day one” means conducting a regular comparison of an employee’s skills and qualifications. You compare what an employee can do with what he or she should be able to do in order to perform the assigned tasks.
The basis for this comparison is the job description for the position the employee holds.
The second basis are the employee’s goals, which are directly related to the company’s strategy and thus to his or her work area.
If, for example, a medium-sized company has anchored a change in its product portfolio toward more digital products in its corporate strategy, this means, as a conclusion, that the company needs personnel with the appropriate qualifications for this.
What sounds like a platitude actually poses a serious challenge for many companies.
- By when do these competencies need to be built up in the company?
- What goals has the company set for building competencies?
- Can these competencies be built internally?
- Will additional external personnel resources be needed to bring these competencies with them in whole or in part?
- And what timelines need to be considered?
In times of rapid change, to which companies are increasingly exposed, the continuous development of employees and the structured and sustainable planning of this personnel development play an even greater role than ever before. Ever faster changing requirements mean ongoing development of employees’ skills and qualifications.
What does personnel development mean in the end? Personnel development means lifelong learning – lifelong learning both for the organization and for each individual employee. Lifelong learning means remaining competitive – both as an organization and as an employee.