Competence management
You have insight into the strengths and weaknesses of employees with Profit Competence Management.
The work of a HR manager is very varied. The greatest aspect is making sure people perform better by directing them in their personal development, stimulating career development and coaching. Determine together with employees where they are at and what they want to achieve; you support them as HR manager. Through a personal development plan you help them to ultimately get to a higher level.
The power of Profit Competence management:
- Gain insight into the qualities of employees
- Create focused development plans for employees
- Grip on knowledge and competences available within the organisation
- Simple monitoring of progress using 360-degree feedback
Gain insight into the development of employees
You secure all communication and agreements with employees with Profit Competence Management. Performance interviews and the related agreements with employees can be recorded in the dossier. You have clear insight into the job competences and the existing level. In this way you work on a representative overview of the personnel file and the related developments.
Description
A competence is a specific characteristic that contributes in an observable way to better performance or functioning adjustments. It is important to distinguish between competences that can be developed and competences that are not or marginally subject to development. An example of a competence that cannot or only marginally be developed is Ambition. A competence like that often depends on personal characteristics.
Should and Is
You assume the Should situation when describing competences: the required competences in the company. You determine the Should situation through the following process:
- Translate the mission and vision of the organisation into competences.
- Translate the mission and vision of the organisation into department objectives.
- Translate the department objectives into competences.
- Define the competence dictionary.
- Create the job or competence profiles.
You compare the Should situation with the Is situation during the assessment: the current competence level of the employees.
Surveying and describing the required competences in the organisation is very important. Competences should be clear to everybody. A large number of default competences are included, bundled into a number of competence sets.
Assess employees
The required competences per employee form the basis for the assessments. You link employees and competences through roles in Profit. Per role (job), the required competences are known. Since an employee has a specific role, you can determine the Is situation based on the Should situation for each employee.
You determine the Is situation for each employee during the assessments: you determine the current level of the employee and the differences between the current and the required level. You arrive at a personal development plan (PDP) for the employee based on this. You can draw up a team development plan (TDP) for the employees of a department as a whole. Evidently it is important to actively monitor the actions agreed upon in the personal development plan and/or the team development plan.