>>>  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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