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Competency Orientation within Companies: The Challenge of Different Requirements
Competency Orientation within Companies: The Challenge of Different Requirements
Competency Orientation within Companies: The Challenge of Different Requirements
Competency Orientation within Companies: The Challenge of Different Requirements
Competency Orientation within Companies: The Challenge of Different Requirements
Competency Orientation within Companies: The Challenge of Different Requirements
Competency Orientation within Companies: The Challenge of Different Requirements
Competency Orientation within Companies: The Challenge of Different Requirements
Competency Orientation within Companies: The Challenge of Different Requirements
Competency Orientation within Companies: The Challenge of Different Requirements
Competency Orientation within Companies: The Challenge of Different Requirements
Competency Orientation within Companies: The Challenge of Different Requirements
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Competency Orientation within Companies: The Challenge of Different Requirements

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Position statement at IEEE LTSC WG20 meeting, Stuttgart, September 28, 2009

Position statement at IEEE LTSC WG20 meeting, Stuttgart, September 28, 2009

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  • 1. Andreas Schmidt, Christine Kunzmann Competency Orientation within Companies: The Challenge of Different Requirements Stuttgart, 28. September 2009 FZI Research Center for Information Technologies [email_address] http://andreas.schmidt.name http://mature-ip.eu
  • 2. Competence Management is a good idea…
    • Competence Management allows for systematic competency-oriented human resource development
      • More targeted, more efficient, more strategical planning
    • Competencies are a good way of describing dispositions of human behavior
      • For team composition
      • For applicant selection
      • And for finding the right person to talk to
    MATURE - Continuous Social Learning in Knowledge Networks
  • 3. … and you can do a lot more … Christine Kunzmann [kontakt@christine-kunzmann.de] - Andreas Schmidt [andreas.schmidt@fzi.de]
  • 4. Challenges to the notion of „competency“
    • Competencies are cultural abstractions
      • including professional culture & corporate culture
    • Competency definitions are implicitly contextualized
      • many assumptions are not made explicit, certain degree of ambiguity will always remain.
    • Competency definitions are purpose-driven conceptualizations ,
      • specifics of the different use cases
    • Competencies are time-dependent conceptualizations
      • they need to evolve in a timely way in order to stay relevant and useful.
    MATURE - Continuous Social Learning in Knowledge Networks
  • 5. Professional Learning Ontology
    • Bringing together KM, Competence Management, and E-Learning
    • Available at professional-learning.eu
    MATURE - Continuous Social Learning in Knowledge Networks
  • 6. Use Cases MATURE - Continuous Social Learning in Knowledge Networks Use case Requirements Notions People finding Finding help on a problem Community formation Timely inclusion of emerging topics Interest Experience Team staffing Application selection Matching requirement and actual profiles Sufficiently level of detail in combination with relationships for similarity measures Experience Competency Potential Training planning Human resource development Identifying development needs and selecting measures Sufficient level of detail, corresponding to the granularity of measures Competency Learning outcomes Learning on demand support Suggesting learning opportunities within the work process Fine grained descriptions of what is relevant for a certain situation Topics Competency Reward schemes Career planning Very reliable measurements through key performance indicators Lower level of detail Competency (Potential) Aligning employee competence development with corporate strategies Small set of stable competences Aggregated competence
  • 7. Revised understanding of competency modeling
    • as a continuous process
    • with different levels of formality co-existing at the same time
    • and as a social process in which we need the participation of many to come to stable, generally accepted competence definitions
    MATURE - Continuous Social Learning in Knowledge Networks
  • 8. Competence Catalog Maturing MATURE - Continuous Social Learning in Knowledge Networks Braun & Schmidt 2008
  • 9. Closed feedback loops were a good idea…
  • 10. MATURE - Continuous Social Learning in Knowledge Networks Summary
  • 11. Summary: Challenges
    • How do we define a framework in which evolution can take place and still have the possibility of some form of interoperability?
      • How can semantic relationships (like “refines”, “is-subset-of”, “supersedes”) help as part of such a framework?
    • How do we account for the different and emerging requirements of competency-oriented use cases?
    • How can we support smooth transitions between those use cases so that the promise of a “common currency” for human capital can become reality?
    MATURE - Continuous Social Learning in Knowledge Networks
  • 12. Outlook & Contact
    • MATURE IP – http://mature-ip.eu
    • investigates the harvesting of bottom-up approaches to support the maturing of competency models
    Andreas Schmidt Department Manager / Scientific Coordinator MATURE FZI Research Center for Information Technologies, Haid-und-Neu-Str. 10-14 Karlsruhe, GERMANY (http://fzi.de/ipe) andreas.schmidt@fzi.de, http://andreas.schmidt.name Christine Kunzmann Kompetenzorientierte Personalentwicklung Ankerstr. 47, 75203 Königsbach-Stein, GERMANY, http://kompetenzen-gestalten.de [email_address] Simone Braun FZI Research Center for Information Technologies Haid-und-Neu-Str. 10-14 Karlsruhe, GERMANY (http://fzi.de/ipe) [email_address] Open for associate partners!

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