2010-03-26 @ Porto, PORTUGAL<br />A Competence Management System towards Increased Corporate Success<br />Gabriela Soares<...
Overview<br />Motivation & Goals<br />Competence Management<br />Competence Management Systems<br />iKnow: a General Purpo...
Motivation<br />Competence Management<br />Leading practice in HR management<br />Sustained competitive advantage through ...
Goals<br />IT supported strategy<br />Study of CM key concepts and challenges<br />State-of-the-art review of CMSs and mai...
Competence Management<br />The Knowledge Era<br />Resource-based view of the corporation<br />Business scenario highly mut...
Competence Management<br />The Knowledge Era<br />Resource-based view of the corporation<br />Business scenario highly mut...
Competence Management<br />The Knowledge Era<br />Resource-based view of the corporation<br />Business scenario highly mut...
Competence Management<br />The Knowledge Era<br />Resource-based view of the corporation<br />Business scenario highly mut...
Benefits<br />Competence Management<br />Corporate Goals<br />More accurate mapping of internal competences to organizatio...
Benefits<br />Competence Management<br />Corporate Goals<br />More accurate mapping of internal competences to organizatio...
Benefits<br />Competence Management<br />Corporate Goals<br />More accurate mapping of internal competences to organizatio...
Benefits<br />Competence Management<br />Corporate Goals<br />More accurate mapping of internal competences to organizatio...
Sustained Competitive Advantage<br />
Strategic Perspective<br />Competence Management<br />Vernhout (2007)<br />Organization goals<br />Competence<br />managem...
Strategic Perspective<br />Competence Management<br />Vernhout (2007)<br />Role, Opportunities, Threats<br />Organization ...
Strategic Perspective<br />Competence Management<br />Vernhout (2007)<br />Organization goals<br />Needed competences<br /...
Strategic Perspective<br />Competence Management<br />Vernhout (2007)<br />Organization goals<br />Inventory<br />Competen...
Strategic Perspective<br />Competence Management<br />Vernhout (2007)<br />Organization goals<br />Competence<br />managem...
Strategic Perspective<br />Competence Management<br />Vernhout (2007)<br />Organization goals<br />Competence<br />managem...
Strategic Perspective<br />Competence Management<br />Vernhout (2007)<br />Organization goals<br />Competence<br />managem...
Strategic Perspective<br />Competence Management<br />Vernhout (2007)<br />Organization goals<br />Evaluation<br />Compete...
Strategic Perspective<br />Competence Management<br />Vernhout (2007)<br />Organization goals<br />Goals<br />refinement?<...
Strategic Perspective<br />Competence Management<br />Vernhout (2007)<br />Organization goals<br />Competence<br />managem...
Strategic Perspective<br />Competence Management<br />Draganidis et al. (2006)<br />Competence<br />mapping<br />Competenc...
Strategic Perspective<br />Competence Management<br />Draganidis et al. (2006)<br />Competence<br />mapping<br />Competenc...
Strategic Perspective<br />Competence Management<br />Draganidis et al. (2006)<br />Competence<br />mapping<br />Competenc...
Strategic Perspective<br />Competence Management<br />Draganidis et al. (2006)<br />Competence<br />mapping<br />Competenc...
Strategic Perspective<br />Competence Management<br />Draganidis et al. (2006)<br />Competence<br />mapping<br />Competenc...
Key Challenges<br />Competence Management<br />How to define a competence ?<br />Context-dependant definition<br />Multipl...
Competence Management Systems<br />Common Features<br />Competence mapping<br />Competence diagnosis<br />Behaviors associ...
Competence Management Systems<br />Common Features (cont.)<br />Competence development<br />Competence monitoring<br />Lin...
Key Challenges - Revisited<br />Competence Management Systems<br />How to define a competence ?<br />IEEE Reusable Compete...
iKnow: a General Purpose CMS<br />
Motivation<br />iKnow<br />Ad hoc management<br />Lack of a centralized competence repository transversal to all business ...
Requirements Analysis<br />iKnow<br />User role hierarchy<br />Users characteristics & restrictions<br />Assumptions and d...
Requirements Analysis<br />iKnow<br />User stories<br />Use case models<br />Functional requirements<br />Supplementary re...
iKnow - Requirements Analysis<br />Identified Modules<br />Competence evaluation<br />Competence derivation<br />Wishlist<...
iKnow - Requirements Analysis<br />Identified Modules<br />Talent<br />Dashboard<br />Gadgets<br />Social Network<br />Sec...
iKnow - Requirements Analysis<br />System Actors<br />
iKnow - Requirements Analysis<br />Use Case Example<br />
iKnow<br />Solution Specification: Technology Platform<br />Final decisions<br />Design patterns<br />Presentation<br />AS...
iKnow<br />Solution Specification: Technology Platform<br />Final decisions<br />Database<br />Interoperability<br />Postg...
High Level Design<br />iKnow – Solution Specification<br />Physical architecture<br />
High Level Design<br />iKnow – Solution Specification<br />Logical architecture<br />
iKnow – Solution Specification<br />CM Key Challenges<br />How to define a competence ?<br />Based on HR-XML<br />Hierarch...
Prototype Deployment<br />iKnow<br />Core Competence Management<br />Security/Privacy<br />Approached features<br />Valida...
Contributions<br />Sustained competitive advantage<br />Key strategic stages (mapping, diagnosis, development and monitori...
Future Work<br />Critical’s system interoperability<br />RESTful web services<br />Remaining use case models<br />Social N...
Masters Final Exam (Public Presentation)
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  • - Scope: MIEIC
  • What is a competence? Why is it important? Importance of an organization’s workforce in its corporate performance...- An effective management of competences is **vital**
  • - Scope: MIEIC
  • - Scope: MIEIC
  • - Scope: MIEIC
  • - Competitiveness / Strategic competitive advantage
  • Conclusões! *ufa*
  • FALAR DE ROI
  • Masters Final Exam (Public Presentation)

    1. 1. 2010-03-26 @ Porto, PORTUGAL<br />A Competence Management System towards Increased Corporate Success<br />Gabriela Soares<br />
    2. 2. Overview<br />Motivation & Goals<br />Competence Management<br />Competence Management Systems<br />iKnow: a General Purpose CMS<br />Requirements Analysis<br />Solution Specification<br />Prototype Deployment<br />Conclusions and Future Work<br />
    3. 3. Motivation<br />Competence Management<br />Leading practice in HR management<br />Sustained competitive advantage through workforce knowledge<br />Critical Manufacturing<br />Lack of a Competence Management strategy<br />Lack of modern competence appraisal and reporting tools<br />Need for a flexible tool for competence mapping, evaluation, development and monitoring<br />Lack of a Competence Management strategy<br />Lack of modern competence appraisal and reporting tools<br />Need for a flexible tool for competence mapping, evaluation, development and monitoring<br />Lack of a Competence Management strategy<br />Lack of modern competence appraisal and reporting tools<br />Need for a flexible tool for competence mapping, evaluation, development and monitoring<br />Lack of a Competence Management strategy<br />Lack of modern competence appraisal and reporting tools<br />Need for a flexible tool for competence mapping, evaluation, development and monitoring<br />Lack of a Competence Management strategy<br />Lack of modern competence appraisal and reporting tools<br />Need for a flexible tool for competence mapping, evaluation, development and monitoring<br />Lack of a Competence Management strategy<br />Lack of modern competence appraisal and reporting tools<br />Need for a flexible tool for competence mapping, evaluation, development and monitoring<br />Opportunity<br />
    4. 4. Goals<br />IT supported strategy<br />Study of CM key concepts and challenges<br />State-of-the-art review of CMSs and main features<br />Implementation of a working CMS prototype<br />Proposal of a CMS suitable for a given organization<br />Critical Manufacturing<br />Instantiation<br />System ought to be generic enough to be marketed externally<br />System ought to be generic enough to be marketed externally<br />Proof-of-concept<br />Competence Management<br />
    5. 5.
    6. 6. Competence Management<br />The Knowledge Era<br />Resource-based view of the corporation<br />Business scenario highly mutable and heterogeneous<br />Efficient management of corporation’s talent pool<br />
    7. 7. Competence Management<br />The Knowledge Era<br />Resource-based view of the corporation<br />Business scenario highly mutable and heterogeneous<br />Efficient management of corporation’s talent pool<br />Why manage competences?<br />Impact on the organization structure<br />Impact on the organization structure<br />Application Areas<br />Strategic<br />Tactical<br />Operational<br />
    8. 8. Competence Management<br />The Knowledge Era<br />Resource-based view of the corporation<br />Business scenario highly mutable and heterogeneous<br />Efficient management of corporation’s talent pool<br />Why manage competences?<br />Impact on the organization structure<br />Application Areas<br />Application Areas<br />Strategic<br />Tactical<br />Operational<br />Workforce planning<br />Management<br />Career development<br />Succession planning<br />
    9. 9. Competence Management<br />The Knowledge Era<br />Resource-based view of the corporation<br />Business scenario highly mutable and heterogeneous<br />Efficient management of corporation’s talent pool<br />Why manage competences?<br />Impact on the organization structure<br />Application Areas<br />Application Areas<br />Strategic<br />Tactical<br />Operational<br />Workforce planning<br />Management<br />Recruitment<br />Learning<br />Performance<br />Career development<br />Succession planning<br />
    10. 10. Benefits<br />Competence Management<br />Corporate Goals<br />More accurate mapping of internal competences to organizational goals<br />
    11. 11. Benefits<br />Competence Management<br />Corporate Goals<br />More accurate mapping of internal competences to organizational goals<br />Systematic competence development strategy<br />Effective targeting<br />Granularity<br />Increased management awareness <br />
    12. 12. Benefits<br />Competence Management<br />Corporate Goals<br />More accurate mapping of internal competences to organizational goals<br />Systematic competence development strategy<br />Competence matching<br />Top down corporate competences overview<br />Effective targeting<br />Granularity<br />Increased management awareness <br />Project teams staffing<br />Job profiles<br />Overall management improvement of the core corporate asset<br />Increased flexibility, speed and accuracy by identifying who knows what on a global basis<br />
    13. 13. Benefits<br />Competence Management<br />Corporate Goals<br />More accurate mapping of internal competences to organizational goals<br />Systematic competence development strategy<br />Competence matching<br />Top down corporate competences overview<br />Effective targeting<br />Granularity<br />Increased management awareness <br />Project teams staffing<br />Job profiles<br />Knowledge Capital<br />Increased flexibility, speed and accuracy by identifying who knows what on a global basis<br />
    14. 14. Sustained Competitive Advantage<br />
    15. 15. Strategic Perspective<br />Competence Management<br />Vernhout (2007)<br />Organization goals<br />Competence<br />management<br />Performance<br />appraisal<br />Competence<br />development<br />
    16. 16. Strategic Perspective<br />Competence Management<br />Vernhout (2007)<br />Role, Opportunities, Threats<br />Organization goals<br />Competence<br />management<br />Performance<br />appraisal<br />Competence<br />development<br />
    17. 17. Strategic Perspective<br />Competence Management<br />Vernhout (2007)<br />Organization goals<br />Needed competences<br />Competence<br />management<br />Performance<br />appraisal<br />Competence<br />development<br />
    18. 18. Strategic Perspective<br />Competence Management<br />Vernhout (2007)<br />Organization goals<br />Inventory<br />Competence<br />management<br />Performance<br />appraisal<br />Determine<br />present<br />competences<br />Competence<br />development<br />
    19. 19. Strategic Perspective<br />Competence Management<br />Vernhout (2007)<br />Organization goals<br />Competence<br />management<br />Performance<br />appraisal<br />‘Fit’ analysis<br />Competence<br />development<br />
    20. 20. Strategic Perspective<br />Competence Management<br />Vernhout (2007)<br />Organization goals<br />Competence<br />management<br />Performance<br />appraisal<br />Competence<br />development<br />Increase ‘fit’, reduce gap between <br />needed and current competences<br />
    21. 21. Strategic Perspective<br />Competence Management<br />Vernhout (2007)<br />Organization goals<br />Competence<br />management<br />Performance<br />appraisal<br />Effective work behaviour<br />Competence<br />development<br />
    22. 22. Strategic Perspective<br />Competence Management<br />Vernhout (2007)<br />Organization goals<br />Evaluation<br />Competence<br />management<br />Performance<br />appraisal<br />Competence<br />development<br />
    23. 23. Strategic Perspective<br />Competence Management<br />Vernhout (2007)<br />Organization goals<br />Goals<br />refinement?<br />Competence<br />management<br />Performance<br />appraisal<br />Competence<br />development<br />
    24. 24. Strategic Perspective<br />Competence Management<br />Vernhout (2007)<br />Organization goals<br />Competence<br />management<br />Performance<br />appraisal<br />Competence<br />development<br />
    25. 25. Strategic Perspective<br />Competence Management<br />Draganidis et al. (2006)<br />Competence<br />mapping<br />Competence<br />diagnosis<br />Competencedevelopment<br />Competencemonitoring<br />
    26. 26. Strategic Perspective<br />Competence Management<br />Draganidis et al. (2006)<br />Competence<br />mapping<br />Competence<br />diagnosis<br />Competencedevelopment<br />Competencemonitoring<br />Needed<br />competences vs.<br />corporate goals<br />
    27. 27. Strategic Perspective<br />Competence Management<br />Draganidis et al. (2006)<br />Competence<br />mapping<br />Competence<br />diagnosis<br />Competencedevelopment<br />Competencemonitoring<br />Inventory and<br />gap analysis<br />
    28. 28. Strategic Perspective<br />Competence Management<br />Draganidis et al. (2006)<br />Competence<br />mapping<br />Competence<br />diagnosis<br />Competencedevelopment<br />Competencemonitoring<br />
    29. 29. Strategic Perspective<br />Competence Management<br />Draganidis et al. (2006)<br />Competence<br />mapping<br />Competence<br />diagnosis<br />Competencedevelopment<br />Competencemonitoring<br />Performance appraisal<br />Requirements redefinition<br />
    30. 30. Key Challenges<br />Competence Management<br />How to define a competence ?<br />Context-dependant definition<br />Multiple interpretations<br />Non-atomic <br />Competence modelling<br />Competence profiling<br />How to build competence profiles ?<br />Set of competences to excel in a task<br />Multiple concept applications<br />Useful for gap analysis<br />
    31. 31. Competence Management Systems<br />Common Features<br />Competence mapping<br />Competence diagnosis<br />Behaviors associated to specific competences<br />Competence definition according to corporate identity<br />Categories<br />Proficiencyscales<br />Tracking by position, department or company wide<br />Gap analysis tools <br />
    32. 32. Competence Management Systems<br />Common Features (cont.)<br />Competence development<br />Competence monitoring<br />Link of competence gap analysis to personalized learning path<br />Assessment tools<br />
    33. 33. Key Challenges - Revisited<br />Competence Management Systems<br />How to define a competence ?<br />IEEE Reusable Competency Definition<br />HR-XML<br />Simple Reusable Competency Map<br />OntoProPer<br />Competence modelling<br />Competence profiling<br />Competences cannot be directly measured, sensed or observed.<br />Self or external assessment<br />Community expert finding<br />
    34. 34. iKnow: a General Purpose CMS<br />
    35. 35. Motivation<br />iKnow<br />Ad hoc management<br />Lack of a centralized competence repository transversal to all business key<br />activities<br />Large set of workers and projects<br />Internal systems do not sustain a CM strategy<br />Exponential competence matching complexity<br />Design of a suitable CMS for Critical Manufacturing, <br />yet comprehensive enough for external corporations<br />
    36. 36. Requirements Analysis<br />iKnow<br />User role hierarchy<br />Users characteristics & restrictions<br />Assumptions and dependencies<br />External interface requirements<br />Web-based nature<br />User<br />Hardware<br />Software<br />Communication<br />
    37. 37. Requirements Analysis<br />iKnow<br />User stories<br />Use case models<br />Functional requirements<br />Supplementary requirements<br />Portability<br />Usability<br />Efficiency<br />Reliability<br />Security<br />Extensibility<br />Maintenance<br />Compatibility<br />Internationalization<br />
    38. 38. iKnow - Requirements Analysis<br />Identified Modules<br />Competence evaluation<br />Competence derivation<br />Wishlist<br />Basic management<br />Hierarchy<br />Competence profile<br />Competence grouping<br />Import/export<br />Core Competence Management<br />Training<br />Gap analysis<br />Evaluation<br />Lookup<br />
    39. 39. iKnow - Requirements Analysis<br />Identified Modules<br />Talent<br />Dashboard<br />Gadgets<br />Social Network<br />Security/Privacy<br />Coaching<br />Sniffing<br />Scouting<br />
    40. 40. iKnow - Requirements Analysis<br />System Actors<br />
    41. 41. iKnow - Requirements Analysis<br />Use Case Example<br />
    42. 42. iKnow<br />Solution Specification: Technology Platform<br />Final decisions<br />Design patterns<br />Presentation<br />ASP .NET MVC<br />Spring .NET<br />jQuery<br />Telerik Extensions for ASP .NET MVC<br />
    43. 43. iKnow<br />Solution Specification: Technology Platform<br />Final decisions<br />Database<br />Interoperability<br />PostgreSQL<br />Npgsql<br />RESTful Web Services (Windows Communication Foundation)<br />
    44. 44. High Level Design<br />iKnow – Solution Specification<br />Physical architecture<br />
    45. 45. High Level Design<br />iKnow – Solution Specification<br />Logical architecture<br />
    46. 46. iKnow – Solution Specification<br />CM Key Challenges<br />How to define a competence ?<br />Based on HR-XML<br />Hierarchy<br />Groups<br />Competence modelling<br />Competence profiling<br />How to build competence profiles ?<br />Competences associated to workers<br />Workers associated to competence groups<br />Gap analysis for sustained competence diagnosis and development<br />
    47. 47. Prototype Deployment<br />iKnow<br />Core Competence Management<br />Security/Privacy<br />Approached features<br />Validation and acceptance<br />Competence mapping<br />Competence diagnosis<br />Competence development<br />Competence monitoring<br />Unit tests<br />
    48. 48.
    49. 49.
    50. 50.
    51. 51.
    52. 52.
    53. 53.
    54. 54.
    55. 55. Contributions<br />Sustained competitive advantage<br />Key strategic stages (mapping, diagnosis, development and monitoring)<br />Comprehensive and generic CMS<br />Competence Management<br />Critical Manufacturing case study<br />Fully documented software development cycle<br />Adaptable to external organizations<br />A Competence Management System towards <br />Increased Corporate Success<br />
    56. 56. Future Work<br />Critical’s system interoperability<br />RESTful web services<br />Remaining use case models<br />Social Network<br />Competence concept formalization<br />Distributed artificial intelligence techniques<br />Goal programming model<br />Fully deployed CMS<br />Portlets<br />Ontology-based models (Draganidis and Mentzas, 2006)<br />MACIV system (Oliveira et. al, 1997)<br />Preference-based project and training assignment (Peters and Zelewski, 2005)<br />

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