IT Supported Competence Management


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IT Supported Competence Management

  1. 1. IT-SUPPORTED COMPETENCE MANAGEMENT Prepared by : Matrix Team Ramy Aamer Mohamed Aamer Amr Mansour Ashraf Supervised By : Eng. Nezar
  2. 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. 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. 4. HRM Key Elements Excellence Management Job Analysis Recruiting and Selection Training and Development Reward and Compensations Knowledge Management Competence Management
  5. 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. 6. Variables Affect HRM
  7. 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. 8. Knowledge Management(KM) Drivers.
  9. 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. 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. 11. IT-Supported CM Structure
  12. 12. CM Drivers
  13. 13. CM Process
  14. 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. 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. 16. IN CASE OF <ul><li>Competence management System implemented within KB in </li></ul>