A number of countries aim to set occupational competence standards, to support skills development, employability and vocational education developments. This is to help establish country specific, occupational quality standards, build credibility in skills, enable skills transfer and recognition; supporting skills issues, within the context of business achievement, and economic competitiveness globally.
Having led a number of employer initiatives across the UK and sectors, to support business services, providing direction of travel and consistency in how we use our personnel resources to lever our business offer above local, regional and national business competition, I wonder how many of the HR professions, use competences to map the skills we have collectively in an organisation, to what skills we need to provide maximum business outputs.
In practice, the world of competences and uses vary, and at times can be particularly daunting and labourious.
Despite our attempts to clearly define tasks in a structured way, to aide objectivity in assessment, for a number of sectors and functional areas, we are still some way off establishing simple ways, to build a best skilled workforce for the needs of our business. Assessment strategies aims to provide quality measures and established set of observation rules. Clear definition of an occupational competence, however objective we try to be, can be observed subjectively.
Defining performance based on competence – does it work?
Business transformation through team skills analysis for specific projects can work, if managed well. A successful leader and manager, should ensure all team members and experts are involved, in the skills mapping process. Engaging individuals throughout the organisation, and at all levels, is key to the success of delivering skills analysis and mapping. Identifying project outcomes, translating these to functions, but then relating these to key business objectives and uniformed strategy outputs, will ensure the team are engaged, their input as valued and their firm commitment and engagement in delivering your business standards.
Skills mapping and analysis with your team, can be a fruitful HR exercise departmently and organisationally. Allowing individuals to contribute, feel value, and engage with your business vision, enables sustainability and high performance.
Do we know if we have the right skills in the right places, working on complementary tasks and projects?
How often do we review our succession plan?
Do you adhere to quality policy and standards? Is your HR need, assessment and evaluation inclusive of skills development, workforce planning and development strategy and is it aligned to your quality policy and standards?
A HR business partner, successful in enabling departmental resources to maximise business benefit, should allude key manager attributes.
Want to know more about how KaurSkills can help your organisation, in skills development, competences in the workplace, and HR planning? Contact us using the web form.