Transparency and Transfer of Individual Competencies 
Seite 1 
© Dipl. Betr. Kai Reinhardt 
Fraunhofer IFF 
Magdeburg, 200...
Transparency and Transfer of Individual Competencies 
Seite 2 
© Kai Reinhardt 
Fraunhofer IFF 
Magdeburg, 2003 
“ Human b...
Transparency and Transfer of Individual Competencies 
Seite 3 
From knowledge to competence management 
Increasing importa...
Transparency and Transfer of Individual Competencies 
Seite 4 
Competence management as part of KM 
Differences in knowled...
Transparency and Transfer of Individual Competencies 
Seite 5 
What is competence management? 
Competence and 
Competence ...
Transparency and Transfer of Individual Competencies 
Seite 6 
Problematic situation for competence management 
In today's...
Transparency and Transfer of Individual Competencies 
Seite 7 
Balancing different views 
Separation of employee’s and Emp...
Transparency and Transfer of Individual Competencies 
Seite 8 
Individual competence view 
Competence Management 
from psy...
Transparency and Transfer of Individual Competencies 
Seite 9 
Organizational competence view 
Competence Management 
from...
Transparency and Transfer of Individual Competencies 
Seite 10 
Balancing different views 
Combining both views into Emplo...
Transparency and Transfer of Individual Competencies 
Seite 11 
Balancing different views 
Combining both views into Emplo...
Transparency and Transfer of Individual Competencies 
Seite 12 
Practical proceeding model 
© Kai Reinhardt 
Fraunhofer IF...
Transparency and Transfer of Individual Competencies 
Seite 13 
Phase 1: Identification – some methods 
Identification of ...
Transparency and Transfer of Individual Competencies 
Seite 14 
Phase 2: Validation – some methods 
Validation of current ...
Transparency and Transfer of Individual Competencies 
Seite 15 
Phase 3: Extension – some methods 
Extension to future 
or...
Transparency and Transfer of Individual Competencies 
Seite 16 
Visualizing with competence wheel 
© Kai Reinhardt 
Fraunh...
Transparency and Transfer of Individual Competencies 
Seite 17 
Organizational and personal benefits 
© Kai Reinhardt 
Fra...
Transparency and Transfer of Individual Competencies 
Seite 18 
Interventions for competence management model 
© Kai Reinh...
Transparency and Transfer of Individual Competencies 
Seite 19 
Examples by using 
competence management 
© Kai Reinhardt ...
Transparency and Transfer of Individual Competencies 
Seite 20 
Advantages of integrative competence management 
© Kai Rei...
Transparency and Transfer of Individual Competencies 
Seite 21 
© Dipl. Betr. Kai Reinhardt 
Fraunhofer IFF 
Magdeburg, 20...
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Transparency and Transfer of Individual Competencies (Präsentation zur I-Know Konferenz in Graz, 2003)

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Kompetenzmanagement wird als wichtiger Baustein strategischer Unternehmenssteuerung verstanden. Dennoch bestehen in der Praxis beträchtliche Mängel beim Transfer und dem Abgleich zwischen der Entwicklung individueller Kompetenz und der Unternehmensstrategie im Sinne von organisatorischer Kompetenz. Der Vortrag von Kai Reinhardt zielt auf ein integratives Modell zwischen Individualkompetenz und Organisationskompetenz ab und zeigt die theoretischen Möglichkeiten, wie beide Spannungsfelder integrierbar werden. Zum Zweck der Operationalisierung wird auf der I-KNow Graz erstmalig das Instrument des "Kompetenzrad" vorgestellt. Die Methodik des Kompetenzrades basiert auf einer einfachen Klassifizierung der Kompetenzlevel nach "Kenner", "Könner" und "Experte". Darauf aufbauend ermöglicht das Kompetenzrad dem Anwender, je nach Anwendungsfeld, die Kompetenzpolitik eines Unternehmens bzw. einer Teileinheit visuell zu steuern. Kompetenzbestände sind damit einfacher zu systematisieren und zu analysieren.

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  • angelegenheit
  • Quotation made by Douglas Adams
    He was creator of all the various manifestations of The Hitchhiker’s Guide to the Galaxy
    einstellung
  • About 15 years ago, in the beginning of progressive management of knowledge, and the conciseness, that knowledge was more than information – an internal resource that had to be managed – the core competencies view (Prahalad / Hamel) was dramatically changes management views up to this time. Later on, in the late 80s , reconfiguration and new configuration of product and market strategies dominated discussions in management. actually knowledge was seen as a resource, but through outsourcing and lean management a lot of useful and valuable knowledge in companies was lost. In the 90s management was conciseness, that knowledge has to be more than a simple resource, which can be upgraded or downgraded. Nonaka and Takeuchi were the god-fathers of that view. An own discipline was created, which was now responsible for an strategic view on knowledge. We all know a lot of different approaches, to deal with knowledge. The IT-industry and large parts of the consulting industry grabbed this topic and tried to better the situations in the business – some more, and some less successful. Today, a new term has arised: competence management. Competence managememt is seen as the fine-tuning of all past views. It has the target, to better knowlegde management strategies, because it is dealing with the one and only important thing: implicit knowledge. folge
  • There is no difference between knowledge management and competence management. CM is just an segment of knowledge management. But some aspects are definitely different from each other. Those are shown on this slide.
  • To start with a short definitions, we have to explain what competence means. In our view, competence is….
    Competence management deals with competence as the main resource. Competence Management…..
  • verschiedene
  • Intersection between current employee‘s competencies and companies is the organizational potential  future competencies
  • Intersection between current employee‘s competencies and companies is the organizational potential  future competencies
  • Intersection between current employee‘s competencies and companies is the organizational potential  future competencies
  • Transparency and Transfer of Individual Competencies (Präsentation zur I-Know Konferenz in Graz, 2003)

    1. 1. Transparency and Transfer of Individual Competencies Seite 1 © Dipl. Betr. Kai Reinhardt Fraunhofer IFF Magdeburg, 2003 Transparency and Transfer of Individual Competencies Dipl-Betrw. Kai Reinhardt Fraunhofer Institute for Factory Operation and Automation IFF
    2. 2. Transparency and Transfer of Individual Competencies Seite 2 © Kai Reinhardt Fraunhofer IFF Magdeburg, 2003 “ Human beings, who are almost unique in having the ability to learn from the experience of others, are also remarkable for their apparent disinclination to do so. ” Douglas Adams
    3. 3. Transparency and Transfer of Individual Competencies Seite 3 From knowledge to competence management Increasing importance of competence management within knowledge management. © Kai Reinhardt Fraunhofer IFF Magdeburg, 2003 Loss of knowledge through lean management Concentration on core businesses Synchronization of business and employees competencies Strategic alignment of knowledge base Outsourcing Core Competencies Knowledge Management Competence Management 1980 1985 1990 today
    4. 4. Transparency and Transfer of Individual Competencies Seite 4 Competence management as part of KM Differences in knowledge and competence management © Kai Reinhardt Fraunhofer IFF Magdeburg, 2003 Knowledge Management - knowledge = explicit and tacit - primarily IT-driven - mostly centralized models and solutions - focus on organization Competence Management 1. competences = tacit 2. can be IT-supported 3. mostly de-centralized models and solutions 4. focus on employees and organization
    5. 5. Transparency and Transfer of Individual Competencies Seite 5 What is competence management? Competence and Competence Management © Kai Reinhardt Fraunhofer IFF Magdeburg, 2003 Competence The relation between requirements placed on a person or group or self-created requirements and the potentials to be able to meet these requirements. Competence Management Competence Management controls the adaptation of current and future competencies by providing methods and models to synchronize employee competencies with strategic corporate competencies.
    6. 6. Transparency and Transfer of Individual Competencies Seite 6 Problematic situation for competence management In today's business, Employees Company employees and companies have to deal with different interests and complex environments. © Kai Reinhardt Fraunhofer IFF Magdeburg, 2003 - enlargement of working range and fields of knowledge - increasing amount of training and coaching - greater learning aptitude - need for greater specialization - … - permanent reconfiguration and new configuration of product and market strategies - flexible working conditions and project structures - highly competitive markets and segments - … internal and external complexity
    7. 7. Transparency and Transfer of Individual Competencies Seite 7 Balancing different views Separation of employee’s and Employees Company company’s competences © Kai Reinhardt Fraunhofer IFF Magdeburg, 2003 Current employee competencies Missing Intersection Ci Current company competencies Ci Ci Ci Ci Cc Cc Cc Cc Cc Insufficient transfer to practice
    8. 8. Transparency and Transfer of Individual Competencies Seite 8 Individual competence view Competence Management from psychology and sociology view © Kai Reinhardt Fraunhofer IFF Magdeburg, 2003 Skill1 Skill1 Skill2 Skill3 Skill1 Individual Measurement Competence Description Competence Competence Development Competence Classification Psychological and sociological models focus employees competencies and learning processes among individuals
    9. 9. Transparency and Transfer of Individual Competencies Seite 9 Organizational competence view Competence Management from organizational view © Kai Reinhardt Fraunhofer IFF Magdeburg, 2003 Tech-nology Product Process Organization Customer Employee Competence Reflection Distribution Competence Competence Adjustment Competence Usage Organizational science models focus on organizational competencies and learning processes towards operational processes.
    10. 10. Transparency and Transfer of Individual Competencies Seite 10 Balancing different views Combining both views into Employees Company managerial practice © Kai Reinhardt Fraunhofer IFF Magdeburg, 2003 Current employee competencies C Cc i Future Competencies Ci Current company competencies Ci Ci Ci Ci Ci Ci Ci Cc Cc Cc Cc Cc Cc Cc Cc Ci Individual competence Organizational competence
    11. 11. Transparency and Transfer of Individual Competencies Seite 11 Balancing different views Combining both views into Employees Company managerial practice © Kai Reinhardt Fraunhofer IFF Magdeburg, 2003 Current employee competencies Ci Current company competencies Ci Ci Ci Ci Cc Cc Cc Cc Cc C Cc i Future Ci C Competencies i Ci Cc Cc Cc Ci Individual competence Organizational competence Combining to one view!
    12. 12. Transparency and Transfer of Individual Competencies Seite 12 Practical proceeding model © Kai Reinhardt Fraunhofer IFF Magdeburg, 2003 Employees Competence Company's Competence Transfer in managerial practice through integrative competence management Identification Required organizational and individual competencies Validation Current organizational and individual competencies Extension Future organizational and individual competencies Representation, reflection, distribution and development of competencies
    13. 13. Transparency and Transfer of Individual Competencies Seite 13 Phase 1: Identification – some methods Identification of required organizational and individual competencies © Kai Reinhardt Fraunhofer IFF Magdeburg, 2003 Processes Products Projects Technologies A B C D E F G H I J K L M N 1234 56789 10 11 12 13 14 Core competencies / Potential analysis Competency clustering/ Trend analysis Skill catalogue / role catalogue Task Competencies Role Competencies +
    14. 14. Transparency and Transfer of Individual Competencies Seite 14 Phase 2: Validation – some methods Validation of current organizational and individual competencies © Kai Reinhardt Fraunhofer IFF Magdeburg, 2003 Self assessment External assessment Personal competence wheel Scales, levels, categories, ontology, semantic networks 4 3 2 1 0 VWL Marketing Finanzierung Projektmanagement Analysieren Dokumentation Entscheidungafähigkeit Lerntechniken Kommunikationsfähigkeit Teamfähigkeit Stressverhalten Problemlösungsverhalten 123456789 1101 1123 14 123456789 1101 1123 14
    15. 15. Transparency and Transfer of Individual Competencies Seite 15 Phase 3: Extension – some methods Extension to future organizational and individual competencies © Kai Reinhardt Fraunhofer IFF Magdeburg, 2003 Competence-based networks Competence distribution Permanent synchronization with corporate strategy Human Resources 4 3 2 1 0 VWL Marketing Finanzierung Projektmanagement Analysieren Dokumentation Entscheidungafähigkeit Kommunikationsfähig keit Stressverhalten Lerntechniken Teamfähigkeit Problemlösungsverhalten 4 3 2 1 0 VWL Marketing Finanzierung Projektmanagement Analysieren Dokumentation Entscheidungafähigkeit Kommunikationsfähig keit Stressverhalten Lerntechniken Teamfähigkeit Problemlösungsverhalten 4 3 2 1 Problem 0 Solution VWL Marketing Finanzierung Projektmanagement Analysieren Dokumentation Entscheidungafähigkeit Kommunikationsfähigkeit Stressverhalten Lerntechniken Teamfähigkeit Problemlösungsverhalten 4 3 2 1 0 VWL Marketing Finanzierung Projektmanagement Analysieren Dokumentation Entscheidungafähigkeit Kommunikationsfähigkeit Stressverhalten Lerntechniken Teamfähigkeit Problemlösungsverhalten Ist Target
    16. 16. Transparency and Transfer of Individual Competencies Seite 16 Visualizing with competence wheel © Kai Reinhardt Fraunhofer IFF Magdeburg, 2003 Initiate Master Expert social skills professional skills methodological skills A quantitative and qualitative combination of competence visualization Representation, reflection, distribution and development of competencies
    17. 17. Transparency and Transfer of Individual Competencies Seite 17 Organizational and personal benefits © Kai Reinhardt Fraunhofer IFF Magdeburg, 2003 Representation Reflection Distribution Development What? Graphically compression of competence pool Systematic overview of competence pool Connecting fragmented competence pools Tailored and competence-based employee development Why? Analysis of competence pool Contemplation about competence pool Increase of competence pool Improvement of learning processes Improvements for organization and employee while usage of competence management
    18. 18. Transparency and Transfer of Individual Competencies Seite 18 Interventions for competence management model © Kai Reinhardt Fraunhofer IFF Magdeburg, 2003 strategic: • integration of employees competence in corporate strategy cultural: • acceptance among employees and management for a competence system managerial: • integration of competence transfer processes in existing business and value adding processes as well as in project management legal: •formulation of a company agreement, involvement of the works council and personnel department as well as development of data protection concept technical: •providing suitable software solution for storing, distributing, visualizing and evaluating competencies Organizational interventions for integration of competence management
    19. 19. Transparency and Transfer of Individual Competencies Seite 19 Examples by using competence management © Kai Reinhardt Fraunhofer IFF Magdeburg, 2003  competence-based team  csoemlepclteiomnentary team formation  higher level of innovation Potentials of this model  synchronization of current and required  scyonmchpreotneinzcaiteiosn of employee and company competencies  potential-driven career plans  efficient research for specialists  faster problem solving processes  increased knowledge sharing Team building Career planning Expert finder
    20. 20. Transparency and Transfer of Individual Competencies Seite 20 Advantages of integrative competence management © Kai Reinhardt Fraunhofer IFF Magdeburg, 2003 • combines individual and organizational competencies • adaptive to company’s situation • transparency of competencies • increase of organizational and individual performance • no statically model • very scalable • either technical or non/technical • not necessarily bounded to HR or IT • employee as central element Advantages from the view of organization
    21. 21. Transparency and Transfer of Individual Competencies Seite 21 © Dipl. Betr. Kai Reinhardt Fraunhofer IFF Magdeburg, 2003 Thank you for your attention! Contact: Kai Reinhardt kai.reinhardt@gmail.com

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