Skill and Competence Management as a Base of an Integrated Personnel Development (IPD) - A Pilot Project in the Putzmeister, Inc./Germany.

JOURNAL OF UNIVERSAL COMPUTER SCIENCE (Impact Factor: 0.47). 01/2003; 9:1381-1387.
Source: DBLP


The knowledge and the competence of the firm members are substantial success factors in the world-wide competition. For a "Hidden Champion" like the middle-sized manufacturer of Top-Class Concrete Pumps and Plastering Machines, Putzmeister, Inc./Germany, a systematic and anticipating Competence Development System is essential. The article describes a pilot project started in spring 2002 to gain more specific knowledge about the implementation of a strategic computer aided, employee orientated Skill Management System in the Company. The main success factors found are first, an acceptance strategy, which includes the participation of motivated groups of pilots, the integration of the workers council, the support of the management as well as much information and transparency about the objectives and the purpose of the system. Especially a good co-operation with the workers council is from great importance. Finally enough personnel and organizational resources must be given to the project.

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    • "The third approach to character traits has specifically to do with the business field. Competence management , or competency-based management, is an important research stream strongly connected to the efforts of companies to develop their workforce by leveraging internal knowledge and initiating consistent knowledge management initiatives (Hellstrom et al. 2000;Ley & Albert 2003), personnel development (Beck 2003), and corporate e-learning (Hockemeyer et al. 2003), all of which increase competitive advantage, innovation, and effectiveness (Houtzagers 1999). Competencies are used in many facets of human resource management, ranging from individual selection, development, and performance management to organizational strategic planning (Rodriguez et al. 2002;Boyatzis 2008). "
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    ABSTRACT: In recent years, character traits in general and virtue-related concepts in particular have been of considerable interest to philosophers, psychological researchers, and practitioners in the business ethics field. Three approaches to character traits can be used to incorporate ethics into organizations: virtues (philosophical approach), character strengths (psychological approach), and competencies (management approach). The aim of this article is to clarify the concept of character traits, or virtues, and provide a unified operational version of it for incorporation into management. To this end, we first discuss the analogy among virtues, character strengths, and competencies. Then, we propose a list of moral competencies that can be implemented in competency-based human resource management.
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    • "However, it started its journey in corporate world since 1970s when McClelland (1973) initiated this approach as a selection tool. Gradually, efforts have been made to link competency with several organisational functions, such as training and development, performance management and reward management (Lucia and Lepsinger, 1999; Beck, 2003). Even the competence approach has been found to be effective for competitive advantage, innovation and effectiveness (Houtzagers, 1999), knowledge management (Hellstrom et al., 2000; Ley and Albert, 2003), implementing change (Martone, 2003) and so on. "
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    ABSTRACT: Purpose ‐ The aims of the article are to not only review existing competency models and offer a comprehensive performance-linked competency model towards sustaining competitive advantage, but also validate the proposed model in an Indian textile organisation. Design/methodology/approach ‐ The article operationalises the term "competency" and intends to develop a comprehensive performance-linked competency model after analysing the existing models with respect to competitive advantage; and the model has been validated empirically in an Indian textile company using data envelopment analysis (DEA), cross-efficiency DEA, and rank order centroid (ROC) methods. Findings ‐ It reveals that the comprehensive performance-linked competency model focuses on competency identification, competency scoring and aligning competency with other strategic HR functions in a three-phase systematic method which will subsequently help the organisation to sustain in the competition. It has further been shown how using DEA, cross-efficiency DEA and ROC, an organisation can align individual performances and their competencies in terms of efficiency. Research limitations/implications ‐ If the number of competencies get increased, DEA cannot be used. Practical implications ‐ This can be applied to industry for more efficient and effective performance measurement tool. Originality/value ‐ The paper enables organizations to systematically manage their employee competences to ensure high-performance level and competitive advantage.
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    ABSTRACT: BEKO-SMS is a knowledge-based skill management system that combines project planning and human resource management. Application and system functions model specific skills and relationships used in a particular project. The definition of skills, skill trees, skill updating and other processes form the basis for the success factors of the SMS. We conclude that efficient project resource planning would not be possible without SMS and the skill manager.
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