The document discusses the development of a Competence Management System (CMS) called iKnow to help organizations better manage employee competencies. It outlines the motivation for developing such a system, including a lack of competence management strategies and tools. The document then describes iKnow's key features like competence mapping, diagnosis, development and monitoring. It also details the requirements analysis, technical platform chosen, and prototype deployment of iKnow. Future work is noted around further developing the system and integrating additional features.

1. 2010-03-26 @ Porto, PORTUGALA Competence Management System towards Increased Corporate SuccessGabriela Soares

2. OverviewMotivation & GoalsCompetence ManagementCompetence Management SystemsiKnow: a General Purpose CMSRequirements AnalysisSolution SpecificationPrototype DeploymentConclusions and Future Work

3. MotivationCompetence ManagementLeading practice in HR managementSustained competitive advantage through workforce knowledgeCritical ManufacturingLack of a Competence Management strategyLack of modern competence appraisal and reporting toolsNeed for a flexible tool for competence mapping, evaluation, development and monitoringLack of a Competence Management strategyLack of modern competence appraisal and reporting toolsNeed for a flexible tool for competence mapping, evaluation, development and monitoringLack of a Competence Management strategyLack of modern competence appraisal and reporting toolsNeed for a flexible tool for competence mapping, evaluation, development and monitoringLack of a Competence Management strategyLack of modern competence appraisal and reporting toolsNeed for a flexible tool for competence mapping, evaluation, development and monitoringLack of a Competence Management strategyLack of modern competence appraisal and reporting toolsNeed for a flexible tool for competence mapping, evaluation, development and monitoringLack of a Competence Management strategyLack of modern competence appraisal and reporting toolsNeed for a flexible tool for competence mapping, evaluation, development and monitoringOpportunity

4. GoalsIT supported strategyStudy of CM key concepts and challengesState-of-the-art review of CMSs and main featuresImplementation of a working CMS prototypeProposal of a CMS suitable for a given organizationCritical ManufacturingInstantiationSystem ought to be generic enough to be marketed externallySystem ought to be generic enough to be marketed externallyProof-of-conceptCompetence Management

6. Competence ManagementThe Knowledge EraResource-based view of the corporationBusiness scenario highly mutable and heterogeneousEfficient management of corporation’s talent pool

7. Competence ManagementThe Knowledge EraResource-based view of the corporationBusiness scenario highly mutable and heterogeneousEfficient management of corporation’s talent poolWhy manage competences?Impact on the organization structureImpact on the organization structureApplication AreasStrategicTacticalOperational

8. Competence ManagementThe Knowledge EraResource-based view of the corporationBusiness scenario highly mutable and heterogeneousEfficient management of corporation’s talent poolWhy manage competences?Impact on the organization structureApplication AreasApplication AreasStrategicTacticalOperationalWorkforce planningManagementCareer developmentSuccession planning

9. Competence ManagementThe Knowledge EraResource-based view of the corporationBusiness scenario highly mutable and heterogeneousEfficient management of corporation’s talent poolWhy manage competences?Impact on the organization structureApplication AreasApplication AreasStrategicTacticalOperationalWorkforce planningManagementRecruitmentLearningPerformanceCareer developmentSuccession planning

10. BenefitsCompetence ManagementCorporate GoalsMore accurate mapping of internal competences to organizational goals

11. BenefitsCompetence ManagementCorporate GoalsMore accurate mapping of internal competences to organizational goalsSystematic competence development strategyEffective targetingGranularityIncreased management awareness

12. BenefitsCompetence ManagementCorporate GoalsMore accurate mapping of internal competences to organizational goalsSystematic competence development strategyCompetence matchingTop down corporate competences overviewEffective targetingGranularityIncreased management awareness Project teams staffingJob profilesOverall management improvement of the core corporate assetIncreased flexibility, speed and accuracy by identifying who knows what on a global basis

13. BenefitsCompetence ManagementCorporate GoalsMore accurate mapping of internal competences to organizational goalsSystematic competence development strategyCompetence matchingTop down corporate competences overviewEffective targetingGranularityIncreased management awareness Project teams staffingJob profilesKnowledge CapitalIncreased flexibility, speed and accuracy by identifying who knows what on a global basis

14. Sustained Competitive Advantage

15. Strategic PerspectiveCompetence ManagementVernhout (2007)Organization goalsCompetencemanagementPerformanceappraisalCompetencedevelopment

16. Strategic PerspectiveCompetence ManagementVernhout (2007)Role, Opportunities, ThreatsOrganization goalsCompetencemanagementPerformanceappraisalCompetencedevelopment

17. Strategic PerspectiveCompetence ManagementVernhout (2007)Organization goalsNeeded competencesCompetencemanagementPerformanceappraisalCompetencedevelopment

18. Strategic PerspectiveCompetence ManagementVernhout (2007)Organization goalsInventoryCompetencemanagementPerformanceappraisalDeterminepresentcompetencesCompetencedevelopment

19. Strategic PerspectiveCompetence ManagementVernhout (2007)Organization goalsCompetencemanagementPerformanceappraisal‘Fit’ analysisCompetencedevelopment

20. Strategic PerspectiveCompetence ManagementVernhout (2007)Organization goalsCompetencemanagementPerformanceappraisalCompetencedevelopmentIncrease ‘fit’, reduce gap between needed and current competences

21. Strategic PerspectiveCompetence ManagementVernhout (2007)Organization goalsCompetencemanagementPerformanceappraisalEffective work behaviourCompetencedevelopment

22. Strategic PerspectiveCompetence ManagementVernhout (2007)Organization goalsEvaluationCompetencemanagementPerformanceappraisalCompetencedevelopment

23. Strategic PerspectiveCompetence ManagementVernhout (2007)Organization goalsGoalsrefinement?CompetencemanagementPerformanceappraisalCompetencedevelopment

24. Strategic PerspectiveCompetence ManagementVernhout (2007)Organization goalsCompetencemanagementPerformanceappraisalCompetencedevelopment

25. Strategic PerspectiveCompetence ManagementDraganidis et al. (2006)CompetencemappingCompetencediagnosisCompetencedevelopmentCompetencemonitoring

26. Strategic PerspectiveCompetence ManagementDraganidis et al. (2006)CompetencemappingCompetencediagnosisCompetencedevelopmentCompetencemonitoringNeededcompetences vs.corporate goals

27. Strategic PerspectiveCompetence ManagementDraganidis et al. (2006)CompetencemappingCompetencediagnosisCompetencedevelopmentCompetencemonitoringInventory andgap analysis

28. Strategic PerspectiveCompetence ManagementDraganidis et al. (2006)CompetencemappingCompetencediagnosisCompetencedevelopmentCompetencemonitoring

29. Strategic PerspectiveCompetence ManagementDraganidis et al. (2006)CompetencemappingCompetencediagnosisCompetencedevelopmentCompetencemonitoringPerformance appraisalRequirements redefinition

30. Key ChallengesCompetence ManagementHow to define a competence ?Context-dependant definitionMultiple interpretationsNon-atomic Competence modellingCompetence profilingHow to build competence profiles ?Set of competences to excel in a taskMultiple concept applicationsUseful for gap analysis

31. Competence Management SystemsCommon FeaturesCompetence mappingCompetence diagnosisBehaviors associated to specific competencesCompetence definition according to corporate identityCategoriesProficiencyscalesTracking by position, department or company wideGap analysis tools

32. Competence Management SystemsCommon Features (cont.)Competence developmentCompetence monitoringLink of competence gap analysis to personalized learning pathAssessment tools

33. Key Challenges - RevisitedCompetence Management SystemsHow to define a competence ?IEEE Reusable Competency DefinitionHR-XMLSimple Reusable Competency MapOntoProPerCompetence modellingCompetence profilingCompetences cannot be directly measured, sensed or observed.Self or external assessmentCommunity expert finding

34. iKnow: a General Purpose CMS

35. MotivationiKnowAd hoc managementLack of a centralized competence repository transversal to all business keyactivitiesLarge set of workers and projectsInternal systems do not sustain a CM strategyExponential competence matching complexityDesign of a suitable CMS for Critical Manufacturing, yet comprehensive enough for external corporations

36. Requirements AnalysisiKnowUser role hierarchyUsers characteristics & restrictionsAssumptions and dependenciesExternal interface requirementsWeb-based natureUserHardwareSoftwareCommunication

37. Requirements AnalysisiKnowUser storiesUse case modelsFunctional requirementsSupplementary requirementsPortabilityUsabilityEfficiencyReliabilitySecurityExtensibilityMaintenanceCompatibilityInternationalization

38. iKnow - Requirements AnalysisIdentified ModulesCompetence evaluationCompetence derivationWishlistBasic managementHierarchyCompetence profileCompetence groupingImport/exportCore Competence ManagementTrainingGap analysisEvaluationLookup

39. iKnow - Requirements AnalysisIdentified ModulesTalentDashboardGadgetsSocial NetworkSecurity/PrivacyCoachingSniffingScouting

40. iKnow - Requirements AnalysisSystem Actors

41. iKnow - Requirements AnalysisUse Case Example

42. iKnowSolution Specification: Technology PlatformFinal decisionsDesign patternsPresentationASP .NET MVCSpring .NETjQueryTelerik Extensions for ASP .NET MVC

43. iKnowSolution Specification: Technology PlatformFinal decisionsDatabaseInteroperabilityPostgreSQLNpgsqlRESTful Web Services (Windows Communication Foundation)

44. High Level DesigniKnow – Solution SpecificationPhysical architecture

45. High Level DesigniKnow – Solution SpecificationLogical architecture

46. iKnow – Solution SpecificationCM Key ChallengesHow to define a competence ?Based on HR-XMLHierarchyGroupsCompetence modellingCompetence profilingHow to build competence profiles ?Competences associated to workersWorkers associated to competence groupsGap analysis for sustained competence diagnosis and development

47. Prototype DeploymentiKnowCore Competence ManagementSecurity/PrivacyApproached featuresValidation and acceptanceCompetence mappingCompetence diagnosisCompetence developmentCompetence monitoringUnit tests

55. ContributionsSustained competitive advantageKey strategic stages (mapping, diagnosis, development and monitoring)Comprehensive and generic CMSCompetence ManagementCritical Manufacturing case studyFully documented software development cycleAdaptable to external organizationsA Competence Management System towards Increased Corporate Success

56. Future WorkCritical’s system interoperabilityRESTful web servicesRemaining use case modelsSocial NetworkCompetence concept formalizationDistributed artificial intelligence techniquesGoal programming modelFully deployed CMSPortletsOntology-based models (Draganidis and Mentzas, 2006)MACIV system (Oliveira et. al, 1997)Preference-based project and training assignment (Peters and Zelewski, 2005)