>>> Consolidate & dynamise competency management/logistics :
→ Posess simple mapping tools at the core of all HR processes
- Establish a shared vocabulary between all the parts of the corporation, giving priority to operationals’ visions and needs
- Establish a dynamic job inventory which incorporates professional contents, contextual nature or responsibility level of jobs
- Adopt an approach which values generic and progressive accuracy
- Take care of the good assessment of proficiency levels
→ Build continuously on the job and competency maps
- Put maps at the heart of HR processes (recruitment, mobility, training, development)
- Have the job & competency maps appropriated by operationals (managers)
- Build expertise networks
- Step in knowledge management dimension
→ Express strategy in terms of jobs and competencies
- Translate strategic plans in terms of professions, jobs and competencies
- Implement action plans to strengthen or acquire strategic competencies
- Allow employees to be the key players of their personal development
→ Consider the HR function as a logistical function
- Perform the best sourcing of competencies, internally or on the external market, via appropriate channels
- Control flows (in and out, in terms of persons and competencies) both in quantitative and qualitative terms thanks to a dash-board
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