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Skills management is the practice of understanding, developing and deploying people and their skills. Well-implemented skills management should identify the skills that job roles require, the skills of individual employees, and any gap between the two.
The skills involved can be defined by the organization or by third party institutions. They are usually defined in terms of a skills framework, also known as a competency framework or skills matrix. This consists of a list of skills, and a grading system, with a definition of what it means to be at particular level for a given skill. [1] In some cases, organizations can also use mutual feedback and assessments to crowdsource the calculation of skills. [2]
To be most useful, skills management must be an ongoing process, where individuals assess and update their recorded skill sets regularly. These updates should occur at least as frequently as employees' regular line manager reviews, and certainly when their skill sets change. Skills management systems record the results of this process in a database, and allow analysis of the data, typically to assist with project staffing or hiring decisions. [3]
To perform management functions and assume multiple roles, managers must be skilled. Robert Katz identified three managerial skills essential to successful management: technical, human, and conceptual. [4]
In 2003, the HR team at IBM saw the need to develop a set of tools and processes for managing their large workforce. IBM could see that data insights would become ever more vital to business success and they concluded that a system that tracks and provides ample information about their most important asset (their people) was needed for continued performance. As a result, they developed the Workforce Management Initiative. [5]
IBM recorded tremendous success from this initiative. Although the system cost millions of dollars to implement, IBM quickly saw the financial benefits of the system. They stated that the system "paid for itself just in the hard savings from better contractor management, not counting the improvement in full-time employee management." [5]
Over time, many other companies saw the value of tracking employee skills. Some initially tried to do this with ratings on paper documents, but this was largely unsuccessful since they ended up with a large amount of paper documents that cannot be queried. Others used spreadsheets which performed much better than paper reviews. Spreadsheets are still being used to track skills in our time. [5] These spreadsheets are called skill matrices. [6]
As a result of skills management, employees would be aware of the skills their job requires, and any skills gaps that they have. [5] Depending on their employer, it may also result in a personal development plan (PDP) of training to bridge some or all of those skills gaps over a given period. Employees gain from improved identification and understanding of their own strengths and weaknesses, from being able to set personal goals, and to understand the value they bring to the organization (which in turn can boost morale) [7]
Staffing is the process of finding the right worker with appropriate qualifications or experience and recruiting them to fill a job position or role. Through this process, organizations acquire, deploy, and retain a workforce of sufficient quantity and quality to create positive impacts on the organization's effectiveness. In management, staffing is an operation of recruiting the employees by evaluating their skills and knowledge before offering them specific job roles accordingly.
Soft skills, also known as power skills, common skills, essential skills, or core skills, are psychosocial skills generally applicable to all professions. These include critical thinking, problem solving, public speaking, professional writing, teamwork, digital literacy, leadership, professional attitude, work ethic, career management and intercultural fluency. This is in contrast to hard skills, which are specific to individual professions.
Unicom System Architect is an enterprise architecture tool that is used by the business and technology departments of corporations and government agencies to model their business operations and the systems, applications, and databases that support them. System Architect is used to build architectures using various frameworks including TOGAF, ArchiMate, DoDAF, MODAF, NAF and standard method notations such as sysML, UML, BPMN, and relational data modeling. System Architect is developed by UNICOM Systems, a division of UNICOM Global, a United States-based company.
Recognition of prior learning (RPL), prior learning assessment (PLA), or prior learning assessment and recognition (PLAR), describes a process used by regulatory bodies, adult learning centres, career development practitioners, military organizations, human resources professionals, employers, training institutions, colleges and universities around the world to evaluate skills and knowledge acquired outside the classroom for the purpose of recognizing competence against a given set of standards, competencies, or learning outcomes. RPL is practiced in many countries for a variety of purposes, for example an individual's standing in a profession, trades qualifications, academic achievement, recruitment, performance management, career and succession planning.
Competence is the set of demonstrable characteristics and skills that enable and improve the efficiency or performance of a job. Competency is a series of knowledge, abilities, skills, experiences and behaviors, which leads to effective performance in an individual's activities. Competency is measurable and can be developed through training.
Workforce productivity is the amount of goods and services that a group of workers produce in a given amount of time. It is one of several types of productivity that economists measure. Workforce productivity, often referred to as labor productivity, is a measure for an organisation or company, a process, an industry, or a country.
An enterprise architecture framework defines how to create and use an enterprise architecture. An architecture framework provides principles and practices for creating and using the architecture description of a system. It structures architects' thinking by dividing the architecture description into domains, layers, or views, and offers models – typically matrices and diagrams – for documenting each view. This allows for making systemic design decisions on all the components of the system and making long-term decisions around new design requirements, sustainability, and support.
Competencymanagement systems are usually associated with, and may include, a learning management system (LMS). The LMS is typically a web-based tool that allows access to learning resources. Competency Management Systems tend to have a more multidimensional and comprehensive approach and include tools such as competency management, skills-gap analysis, succession planning, as well as competency analysis and profiling. The CompMS tends to focus more on creating an environment of sustainable competency in addition to entering and tracking learning resources in software. However, conceptually, there is no reason why a CompMS or LMS could not be manual and indeed learning management systems are as old as learning institutions.
Business–IT alignment is a process in which a business organization uses information technology (IT) to achieve business objectives, such as improved financial performance or marketplace competitiveness. Some definitions focus more on outcomes that means ; for example,
Alignment is the capacity to demonstrate a positive relationship between information technologies and the accepted financial measures of performance.
Talent management (TM) is the anticipation of required human capital for an organization and the planning to meet those needs. The field has been growing in significance and gaining interest among practitioners as well as in the scholarly debate over the past 10 years, particularly after McKinsey's 1997 research and the 2001 book on The War for Talent. Although much of the previous research focused on private companies and organizations, TM is now also found in public organizations
The term managerial assessment of proficiency (MAP) describes a methodology for the assessment of managerial competence in human resource and training applications. MAP is designed for evaluation of a manager's proficiency in 12 prescribed competencies, and other criteria. Assessments can be generated for an employee, as well as for a department or the organisation as a whole. Normative values, used for comparative purposes in each assessment, are based upon the performance of over 110,000 managers, across 17 countries, in more than 600 organisations that have used MAP, according to the UK-based company, Development Processes Group plc, that licenses the tool into organisations. The Managerial Assessment of Proficiency - (MAP2), copyright 2012, 2014, HRD Press, Inc. is an assessment tool published by HRD Press, Inc. Amherst, MA USA, and is available throughout the world. "Development Processes Group plc" is the exclusive representative in the United Kingdom.
E-HRM is the planning, implementation and application of information technology for both networking and supporting at least two individual or collective actors in their shared performing of HR activities.
Capability management is the approach to the management of an organization, typically a business organization or firm, based on the "theory of the firm" as a collection of capabilities that may be exercised to earn revenues in the marketplace and compete with other firms in the industry. Capability management seeks to manage the stock of capabilities within the firm to ensure its position in the industry and its ongoing profitability and survival.
A competency architecture is a framework or model of predetermined skills or "competencies" used in an educational setting. Competency architectures are a core component of competency-based learning.
Competency-based recruitment is a process of recruitment based on the ability of candidates to produce anecdotes about their professional experience which can be used as evidence that the candidate has a given competency. Candidates demonstrate competencies on the application form, and then in the interview, which in this case is known as a competency-based interview.
Kenexa, an IBM Company, provides employment and retention services. This includes recruitment process outsourcing onboarding tools, employee assessment, abilities assessment for employment candidates ; and Kenexa Interview Builder, a structured interview archive with example questions.
The Global Alliance for the Project Professions (GAPPS) is a nonprofit organization who provides independent reference benchmarks for project management standards and assessments. Driven entirely by volunteers, the GAPPS is an alliance of government, private industry, professional associations, and training and academic institutions working to develop globally applicable performance based competency standards for project management. The GAPPS produces standards, frameworks, and comparability maps which are intended to facilitate mutual recognition of project management qualifications and are available for download, free of charge, from their website.
The functional database model is used to support analytics applications such as financial planning and performance management. The functional database model, or the functional model for short, is different from but complementary to the relational model. The functional model is also distinct from other similarly named concepts, including the DAPLEX functional database model and functional language databases.
EXIN is a Dutch company which certifies IT professionals worldwide. In addition, EXIN accredits organizations in the field of ICT training and the development of ICT training materials. EXIN is active in more than 165 countries and provides examination in many languages. Since EXIN Was founded in 1984, it has assessed and certified more than two million professionals. EXIN’s headquarters are situated in Utrecht, The Netherlands.
The high performance organization (HPO) is a conceptual framework for organizations that leads to improved, sustainable organizational performance. It is an alternative model to the bureaucratic model known as Taylorism. There is not a clear definition of the high performance organization, but research shows that organizations that fit this model all hold a common set of characteristics. Chief among these is the ability to recognize the need to adapt to the surroundings that the organization operates in. High performance organizations can quickly and efficiently change their operating structure and practices to meet needs. These organizations focus on long term success while delivering on actionable short term goals. These organizations are flexible, customer focused, and able to work highly effectively in teams. The culture and management of these organizations support flatter hierarchies, teamwork, diversity, and adaptability to the environment which are all of paramount success to this type of organization. Compared to other organizations, high performance organizations spend much more time on continuously improving their core capabilities and invest in their workforce, leading to increased growth and performance. High performance organizations are sometimes labeled as high commitment organizations.
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