Competence evaluation and training
following cases of ABN AMRO and IBM highlight practical issues of employability
and skills development in organisational contexts:
Management of competencies and derived variants are core issues in HRM
developments. In both the IBM and the ABM AMRO cases re-designing the processes
of ‘sales’ and ‘support to customers’ was prominent in the last decade.
This re-designing was done to respond better to the needs of the market
and the company. In both cases, inventories were made of required and available
competencies. The personal competence profile of each individual is used
for skills development purposes and for career development. To keep the
individual employee optimal employable is the major challenge.
A lot of organisations (including the ABN AMRO and IBM) are involved in
competency-oriented HRM, as well as (as an implication of the first) in
competency-oriented training- and development trajectories for individuals
and groups in the organisation. Organisations determine in the first place
their core-competencies and on the basis of this competency-profiles are
developed. These competency-profiles are then translated to individual
functions (see commercial functions in the Dutch bank).
However, evidence in practice shows that the introduction of such competency-systems
should be incorporated in a larger system of HRM whereby line-managers
are coached in the use of these systems. Furthermore, one of the dangers
of competency management is that it can lead to bureaucracy. If competencies
have to be determined on the basis of a ‘grass-roots’ model, a lot of paperwork
is involved. A major point of attention here is to limit this exercise
to the very basis of it (Cullen 2001, pp.
examples of company practice are taken up in the results of the case studies
summarised in the final report (Cullen 2001,
also project info on COMPETE.