Skills Management is about understanding, developing and deploying professionals with the right skills. Skills Management is about identifying the desired and available skills. By means of inventories insight is gained into the difference between the desired and available skills.

With Skills Management, the organization and professional are able to remain relevant. When it is clear what is expected of the workforce, then proactive development can take place. This can be done on organization, team and individually. Skills Management creates awareness in the organization. The development actions that come from the inventories can easily be included in the personal development plan (PDP) or can be used for developing training plans.

Skills Management is an important part of the continued development of the organization. This is partly due to technological developments that follow each other in rapid succession. Skills Management creates alignment in the organization by aligning strategy and the skills of the workforce and the organization remains able to respond resiliently to changes.

Begin with the end in mind

Stephan Covey

Roles with competences and skills

The starting point when drafting functions are the deliverables that a role must deliver.

These deliverables provide insight into the transfer moments within a work process.

CareerTracker uses the RASCI model for this. The RASCI model is a matrix that is used to represent the roles and responsibilities of the people involved in a project or line work.

Competences

The next step, after completing the RASCI model, is to understand whether core values or core skills are required in the organization or business units.

You start by defining strategic competencies and skills

These are linked to the strategic planning of the organization and support the future expected for the company. Therefore, they are linked to the core purpose of the company. Strategic competencies are based on an analysis of the organization’s internal scenarios. Will there be a change in a business model, are changes to be expected for the workforce? In addition, you can determine from the strategy which core values are important for an organization and ensure that these core values are included in every role within the organization.

The next step is to select tactical competencies and skills

After strategic competencies have been defined, the next step is to determine which craftsmanship is required per department, guild or team for a structurally broad base of knowledge and skills. These can be hard and soft skills and education that are relevant to everyone within the department, guild or team. Tactical competences ensure that basic activities can be taken over by colleagues and promote internal mobility.

After the tactical competencies and skills, the operational competencies and skills are activated for each role

These competencies are linked to the specific roles and consist of hard and soft skills. They are closely linked to the processes of the company and the work of the professional. Operational competencies are assigned to roles and secure specializations and levels. The operational competences in combination with the defined roles ensure that the professional can continue to work on his own development and follow clear growth paths.

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Easily add competencies to your organisational roles

Insight into development potential based on required skills

Knowledge matix

Create teams with the right skills and competencies

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