When you start using CareerTracker, the first step is to determine from the strategy which desired competencies should be present.
Strategic competencies are linked to the strategic planning of the organization and support the future expected for the company. That is why they are linked to the company’s mission and vision.
Strategic competencies are based on an analysis of the organization’s internal scenarios. Will there be a change in a business model? Can changes be expected for the workforce?
In addition, you can determine from the strategy which core values are important to an organization and ensure that these core values are included in every role within the organization.
Once strategic competencies have been defined, the next step is to determine which craftsmanship per department, guild or team is required for a structurally broad foundation of knowledge and skills. This can include hard and soft skills and education that are relevant to everyone within the department, guild or team.
Tactical competencies ensure that basic activities can be taken over by colleagues and promote internal mobility.
Operational competencies are linked to the specific roles and consist of hard and soft skills, education and the products to be delivered.
They are closely linked to the processes of the company and the work of the professional. Operational competencies are assigned to roles and safeguard specializations and levels.
The operational competences in combination with the defined roles ensure that the professionals can continue to work on their own development and can follow distinctive growth paths.