Identifying the knowledge, skills, and process capabilities the organization needs and assessing where things currently stand.
The goal of a COMPETENCY AUDIT is to find out what knowledge, skills, and process ORGANIZATIONAL PRECONDITIONS are needed to run the organization's business so that they can be developed and used as a basis for workforce the IMPLEMENTATION TACTICS.
Prahalad and Hamel define a company's core competence as the combination of technology and production skills that make its products and services and give it a competitive edge in the market. To get and keep a core competence, you need to put together a team of people with different kinds of knowledge, skills, and ORGANIZATIONAL PRECONDITIONS to follow processes. Each of these different sets of knowledge, skills, and process ORGANIZATIONAL PRECONDITIONS make up a workforce competency. The range of business activities that together make up or support an organization's core competencies determines the range of skills its employees need.
COMPETENCY AUDIT starts by looking at the business activities of the organization to find out what skills the employees need to do them. Each of these workforce competencies is looked at to find out what essential knowledge, skills, and processes they need. Workforce competency DESCRIPTIONS are periodically re-evaluated to make sure they still match the actual knowledge, skills, and process ORGANIZATIONAL PRECONDITIONS that the business activities of the organization require. The organization keeps a record of these DESCRIPTIONS of workforce competency. The competency-based processes, which are the work processes used by skilled people in each workforce competency, are defined and updated as needed. Changes that are expected to happen in products, services, processes, or technologies are looked at to see what they mean for the future competency needs of the workforce.
Information about a person's skills in the workforce competencies that are important to their job or career is collected and kept. From this information about the organization's competencies, resource profiles can be made that show the organization's PHASE of capability in each of its workforce competencies. Information about skills is updated as needed to keep it up-to-date.
Workforce competency DESCRIPTIONS and information are used to guide strategic NEEDS ANALYSIS, support the development of the organization's workforce competencies, and make it possible to tailor workforce activities across the organization. Competency DESCRIPTIONS and information should be used at the unit PHASE to do the workforce activities described in the TALENT ACQUISITION, TALENT DEVELOPMENT, PERFORMANCE APPRAISAL, COMPETENCY DEVELOPMENT, COMPETENCY ALIGNMENTS, and other FUNCTIONAL CAPACITIES. People should be able to get descriptions of workforce competencies so they can plan their development and career activities. 2.1.1.
Integration Conditions.
2.1.1.1. Sustainability Factors.
SUSTAINABILITY FACTOR 1: The organization sets up and keeps a written policy for how it will carry out its COMPETENCY AUDIT activities.
SUSTAINABILITY FACTOR 2: COMPETENCY AUDIT activities across the organization are coordinated by a role or roles in the organization.
The following are some examples of people who might be in charge of coordinating workforce COMPETENCY AUDIT activities:
People who work in human resources or other professionals who are qualified.
People who are in charge of training or development.
The ORGANIZED COMPETENCIES group or the definition of organizational competency.
IMPLEMENTATION TACTICS. Description.
Prahalad and Hamel define a company's core competence as the combination of technology and production skills that make its products and services and give it a competitive edge in the market. To get and keep a core competence, you need to put together a team of people with different kinds of knowledge, skills, and ORGANIZATIONAL PRECONDITIONS to follow processes. Each of these different sets of knowledge, skills, and process ORGANIZATIONAL PRECONDITIONS make up a workforce competency. The range of business activities that together make up or support an organization's core competencies determines the range of skills its employees need.
COMPETENCY AUDIT starts by looking at the business activities of the organization to find out what skills the employees need to do them. Each of these workforce competencies is looked at to find out what essential knowledge, skills, and processes they need. Workforce competency DESCRIPTIONS are periodically re-evaluated to make sure they still match the actual knowledge, skills, and process ORGANIZATIONAL PRECONDITIONS that the business activities of the organization require. The organization keeps a record of these DESCRIPTIONS of workforce competency. The competency-based processes, which are the work processes used by skilled people in each workforce competency, are defined and updated as needed. Changes that are expected to happen in products, services, processes, or technologies are looked at to see what they mean for the future competency needs of the workforce.
Information about a person's skills in the workforce competencies that are important to their job or career is collected and kept. From this information about the organization's competencies, resource profiles can be made that show the organization's PHASE of capability in each of its workforce competencies. Information about skills is updated as needed to keep it up-to-date.
Workforce competency DESCRIPTIONS and information are used to guide strategic NEEDS ANALYSIS, support the development of the organization's workforce competencies, and make it possible to tailor workforce activities across the organization. Competency DESCRIPTIONS and information should be used at the unit PHASE to do the workforce activities described in the TALENT ACQUISITION, TALENT DEVELOPMENT, PERFORMANCE APPRAISAL, COMPETENCY DEVELOPMENT, COMPETENCY ALIGNMENTS, and other FUNCTIONAL CAPACITIES. People should be able to get descriptions of workforce competencies so they can plan their development and career activities. 2.1.1. Integration Conditions.
2.1.1.1. Sustainability Factors.
SUSTAINABILITY FACTOR 1: The organization sets up and keeps a written policy for how it will carry out its COMPETENCY AUDIT activities.
SUSTAINABILITY FACTOR 2: COMPETENCY AUDIT activities across the organization are coordinated by a role or roles in the organization.