Operational departments and HR departments have been in agreement in recent years that skills management (the management of the individual and the collective skills of a company) are a necessity for operational excellence and "the acquisition, development and retention of the best talents". Skills management should therefore be prioritized.
However, skills management has encountered many pitfalls for decades:
- lack of alignment with the operational department
- lack of integration with HR processes
- the sometimes archaic tools used
As a consequence, the skills management needs to be optimized. The management of skills of vital for a company's success.
Skills management: focus on "key" populations and skills
Rather than designing a comprehensive company skills management model, it is important to focus on the company's strategy, and thus identify the key positions and populations for which the key skills must be defined and listed.
The modeling work must then be carried out on the "key skills" (to be differentiated from aptitudes, qualifications etc.) that enable the excellence and execution of the strategy.
These skills can be functional, technical, managerial, individual, collective... but they must be specific and essential for the job or company so that everyone can understand the evaluation of skills and possible developments.
Furthermore, an effective skill management model is an adopted model that tracks relevant data. This can only be used when employees are evaluated on dozens of skills: 8 to 12 skills of different types (business, managerial, leadership ...) guarantee sufficient coverage, without falling into the trap of completeness.
Integrated talent management within skills management
In addition to the assessment for mapping existing skills while highlighting potential development needs, skills are at the heart of integrated talent management, be it training, performance, recruitment, mobility...
This integration effectively plays a role in the acquisition, development, planning and retention of critical skills for the success of the company.
It is therefore necessary not only to work on the modeling of skills as part of skills management, but to define the management processes that must integrate skills within them, in order to design and deploy a forecasting skills management that responds to thetool current and future challenges of the company.
Skills management: a guarantee of success or failure
Depending on its functional quality, its ergonomics and its effective use, a solution can be a guarantee of success as well as failure.
In addition, the integrated solutions now offer secure internet access to a user-friendly, functionally effective and operationally efficient environment that goes far beyond the office tools or other document-sharing portals that were previously used.