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A Framework and Methodology for Building, Applying, and Updating Competence Ontologies
A Framework and Methodology for Building, Applying, and Updating Competence Ontologies
A Framework and Methodology for Building, Applying, and Updating Competence Ontologies
A Framework and Methodology for Building, Applying, and Updating Competence Ontologies
A Framework and Methodology for Building, Applying, and Updating Competence Ontologies
A Framework and Methodology for Building, Applying, and Updating Competence Ontologies
A Framework and Methodology for Building, Applying, and Updating Competence Ontologies
A Framework and Methodology for Building, Applying, and Updating Competence Ontologies
A Framework and Methodology for Building, Applying, and Updating Competence Ontologies
A Framework and Methodology for Building, Applying, and Updating Competence Ontologies
A Framework and Methodology for Building, Applying, and Updating Competence Ontologies
A Framework and Methodology for Building, Applying, and Updating Competence Ontologies
A Framework and Methodology for Building, Applying, and Updating Competence Ontologies
A Framework and Methodology for Building, Applying, and Updating Competence Ontologies
A Framework and Methodology for Building, Applying, and Updating Competence Ontologies
A Framework and Methodology for Building, Applying, and Updating Competence Ontologies
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A Framework and Methodology for Building, Applying, and Updating Competence Ontologies

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Invited Talk at the Human Capital & Social Innovation Summit 2007 @ Maastricht (encompassing eportfolio 2007). …

Invited Talk at the Human Capital & Social Innovation Summit 2007 @ Maastricht (encompassing eportfolio 2007).

Competency-oriented approaches are gaining ground in human resource development. Key technology to cope with the complexity of these approaches are ontologies, both for defining competency frameworks and concrete competency catalogs. Ontologies enable the automation of competency-related tasks like competency gap analysis, suggestion of learning opportunities or similarity-based profile matching for team staffing or job applicant selection. To provide a unified view on these issues at the crossroads of Human Resources Management and Development, knowledge management and informal learning and e-learning, we have developed the Professional Learning Ontology as a reference ontology, which is freely available. It provides reusable upper-level concepts that can be refined for concrete application cases.

For sustainability in companies, however, we need to go beyond mere technology and consider usage and update processes embedded into interwoven corporate processes. For that purpose, we have developed a reference process (providing continuous update processes connecting operational and strategic levels) which closely interlinks competence management and human resource development processes. This references process uses the ontology as a mediating artefact.

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  • 1. A Methodological Framework for Building, Applying, and Updating Competency Ontologies 1 FZI Research Center for Information Technologies Karlsruhe, Germany [email_address] 2 Christine Kunzmann Kompetenzorientierte Personalentwicklung, Germany [email_address] Andreas Schmidt 1 Christine Kunzmann 2
  • 2. Competency-Orientation
    • Competency-orientation
      • has emerged as an appropriate way of dealing with human potential and performance and their development
      • enables holistic approaches
    • Current situation
      • usually based on a somehow hierarchic structured catalog
      • building of catalog usually one-time activity
      • often used only for a part of the company and for a single purpose, e.g. team staffing/composition
        • not shared among tools, not even within one application framework
  • 3. Challenges
    • Fundamental Challenges of competency-oriented approaches:
      • well-defined common understanding of each competency across various departments or even organizations
      • various systems and services involved in HR, training, and knowledge management need to be semantically coherent
      • crucial trade-off in competency modelling needs to be solved:
        • the more accurate, realistic and fine-grained considered competencies are
        • the more complex management and controlling tasks become
  • 4. Ontology-Based Competency Modeling
    • Ontology as
      • formal shared conceptualization for a domain of interest
      • a „good ontology“ balances the aspects:
        • representation of social agreement („well-defined“, „common understanding“)
        • formalization for enabling automating processes („machine-readable“)
        • appropriateness for domain and purpose („useful“)
    • Competency Ontologies
      • well-defined competencies
        • competency types, competency levels
      • and especially well-defined competency relationships
        • composition, generalization, subsumption
      • context-specific refinement of ontology frameworks
  • 5. (Our) Terminology
    • specifying the notion of competency
    • fundamental competency relationships
    • e.g., our Professional Learning Ontology
    • uses the upper-level ontology
    • defines reference competencies (->RCD)
    • mostly branch-specific, but company-independent
    • can extend the competence ontology
    • company-specific
    • refines and contextualizes the framework
    upper-level competence ontology competence framework (ontology) competence model/catalog
  • 6. Core part of an Upper-Level Ontology from the Professional Learning Ontology http://professional-learning.eu
  • 7. Example Ontology-based Competency Model
  • 8. What can we do with it: Potentials of Automation
    • Automation allows for fine-grained competency catalogs and thus more targeted actions
    • Profile matching with similarity measures [Biesalski 05] for
      • selecting applicants
      • team staffing
    • Finding learning opportunities with knowledge gap analysis and competency subsumtion
      • learning on demand [Schmidt 05]
      • training planning [Kunzmann & Schmidt 06]
    • Aggregation of individual competencies into organizational competencies
  • 9. The Professional Learning Ontology
  • 10. The Professional Learning Ontology (2)
  • 11. Requirements
    • For recommending learning opportunities within work processes we need to determine what is relevant
    • Requirement profiles
      • attached to organizational entities
  • 12. Learning on Demand
  • 13. Competency-driven learning services
  • 14. Reference Process
    • What is missing: How to make use of and maintain competency models in a real enterprise environment => sustainability
      • avoid outdated competency models
      • avoid over-formalization of top-down approaches
      • built-in continous improvement
    • Three layers of responsibility
      • normative layer => top management
      • strategic layer => medium and lower management
      • operational layer => employees and lower management
    • Closed Loop Approach
  • 15. Reference Process
  • 16. Contact
    • FP7 IP MATURE – http://mature-ip.eu
    • will investigate the harvesting of bottom-up approaches to support the maturing of competency models
    Andreas Schmidt Department Manager FZI Research Center for Information Technologies, Karlsruhe, GERMANY andreas.schmidt@fzi.de, http://andreas.schmidt.name Christine Kunzmann Kompetenzorientierte Personalentwicklung GERMANY, http://kompetenzen-gestalten.de [email_address] Professional Learning Ontology is available under http://professional-learning.eu

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