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IT Supported Competence Management
IT Supported Competence Management
IT Supported Competence Management
IT Supported Competence Management
IT Supported Competence Management
IT Supported Competence Management
IT Supported Competence Management
IT Supported Competence Management
IT Supported Competence Management
IT Supported Competence Management
IT Supported Competence Management
IT Supported Competence Management
IT Supported Competence Management
IT Supported Competence Management
IT Supported Competence Management
IT Supported Competence Management
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IT Supported Competence Management

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  • 1. IT-SUPPORTED COMPETENCE MANAGEMENT Prepared by : Matrix Team Ramy Aamer Mohamed Aamer Amr Mansour Ashraf Supervised By : Eng. Nezar
  • 2. AGENDA <ul><li>Human Resource Management (HRM) </li></ul><ul><ul><li>What is Human Resource Management ? </li></ul></ul><ul><ul><li>HRM as strategic role, HRM Key Elements. </li></ul></ul><ul><li>Knowledge Management(KM). </li></ul><ul><li>Competence Management(CM). </li></ul><ul><ul><li>Importance of CM </li></ul></ul><ul><ul><li>CMS Functionality </li></ul></ul><ul><ul><li>IT-Supported Competence Management Structure </li></ul></ul><ul><ul><li>Global Competence Planning systems(CP) </li></ul></ul><ul><ul><li>functions of CP </li></ul></ul><ul><li>Relation between CM and KM. </li></ul>
  • 3. Human Resource Management (HRM) <ul><li>What is Human Resource Management ? </li></ul><ul><li>HRM is the policies and practices involved in carrying out the people “HR” aspects of a management position, including recruiting, screening, training, rewarding, and apprising. </li></ul>
  • 4. HRM Key Elements Excellence Management Job Analysis Recruiting and Selection Training and Development Reward and Compensations Knowledge Management Competence Management
  • 5. HRM as strategic role <ul><li>The alignment of Human Resource Management with organization strategic goals and objectives (Marketing, Finance, IT) in order to improve business performance and develop organizational culture that foster innovation and flexibility. </li></ul>
  • 6. Variables Affect HRM
  • 7. Knowledge Management(KM). <ul><li>KM is the support of creation , transfer and application of individual and organizational knowledge. </li></ul><ul><li>Sources of knowledge </li></ul><ul><ul><li>Previous Project lesson learned. </li></ul></ul><ul><ul><li>Trouble shooting and case analysis. </li></ul></ul><ul><ul><li>Personnel experiences. </li></ul></ul>
  • 8. Knowledge Management(KM) Drivers.
  • 9. Competence Management (CM) <ul><li>CM Definition </li></ul><ul><ul><li>CM involves the planning, implementation, and evaluation of initiatives to ensure sufficient competencies of the employees and the company to reach the objectives of the organization </li></ul></ul><ul><li>Importance of CM in KM (Who Know What) </li></ul><ul><ul><li>CM focuses on systematic and innovative methods, practices, and tools for managing the generation, acquisition, ex-change, protection, distribution, and utilization of knowledge, intellectual capital, and intangible assets </li></ul></ul>
  • 10. CMS Functionality <ul><li>Registering competence data (formal education, skills, experiences, etc.) </li></ul><ul><li>Mapping of present and future target competence levels for business units and employees </li></ul><ul><li>Analyzing competence gaps at various organizational levels </li></ul><ul><li>Recording the outcome of personnel discussions </li></ul><ul><li>Suggesting, storing, and tracking competence development actions </li></ul><ul><li>Serving as a repository for CVs (curriculum vitae), training, and course offering </li></ul>
  • 11. IT-Supported CM Structure
  • 12. CM Drivers
  • 13. CM Process
  • 14. Functionality of Competence Planning <ul><li>Organizational analysis of strategic competencies </li></ul><ul><li>Common access to individual data for PD discussions </li></ul><ul><li>Competence gap analysis and suggestions for development needs and action plans </li></ul><ul><li>Extensive search functionality (e.g., for competencies on certain levels, individuals meeting certain competence requirements, and people currently working in a specific job area) </li></ul>
  • 15. CM Implementation Chalanges <ul><li>Design Competence Framework </li></ul><ul><li>Tension between Global Standardization and Local Practices </li></ul><ul><li>Gaining Commitment </li></ul>
  • 16. IN CASE OF <ul><li>Competence management System implemented within KB in </li></ul>

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