Nowadays, many organizations have realized the need to develop inventory of competencies and skills to have an upper hand in managing employees.
“Skills Inventory”, also known as “Skills Survey”, is a comprehensive collection and examination of data on the workforce to determine the composition and level of employees’ skills, knowledge, and abilities so that they can be more fully utilized and/or developed to fill the staffing needs of an organization. To be effective, skill data must also be arranged in such a manner that the information gathered can be readily accessible for management use.
Today, there's no shortage of management ideas about how HR can better manage employees. Nonetheless, organisations that develop an inventory of skills and competencies and manage them effectively usually enjoy a distinct advantage.
At General Electric (GE), which has about 313,000 employees worldwide, competency management is a powerful tool for identifying employee and training needs. In 1995, it adopted a Six Sigma programme to improve performance across the company.
GE developed a formal competency-analysis programme based on 45 different behaviours deemed essential to organisational success, including clear business thinking, the ability to manage change, and good interpersonal relationships. It then offered a curriculum and training based on the needs of both employees and the organisation. At that point, hiring managers and trainers focused on the specific behaviours required for a particular competency model. Ultimately, the programme helped the organisation use resources more effectively and gain a competitive edge in the marketplace.
Integrate skills and competency inventories with other HR systems, including recruiting, training, and succession planning. A list of key skills can define questions that a recruiter asks an applicant during an interview or the types of courses an organisation introduces through its training and development programmes.
Remember that skills or competency tracking is not a one-time solution; it is an ongoing process. It's essential to pull systems and update the list of skills required periodically. This can also lead to changes in the types of courses an organisation offers and the kinds of employees an enterprise recruits.
Don't expect immediate miracles. Filling the employee skill and competency gaps takes time, effort, and cultural adjustment. It's up to HR to not only devise the systems but also educate employees about the benefits of using them for self-appraisal, career development, and other processes.
Regards, tesmian
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