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Week 48 / Theme 4 (continued) / MANAGEMENT SKILLS (2 / 2) Week 47

§ 43 - DEPLOYMENT

A / Basics

management skills can be very cumbersome to implement if we wants to do too much at first. Better manage only few skills and do it well that want to manage everything without getting results.

Before implementing this management skills, it should make an inventory of data in its possession. What information the company, in what form? A directory of jobs and positions are there? Should it be created? If yes, a simple method is to resume again the data from the payroll.

data not qualifying as job titles and salary ranges can be imported from the payroll system and are often a good starting point.

Finally, we must never forget to check with your trade association that has often works for the profession to which the company belongs. Sometimes, the company can simultaneously belong to several professions, according to its many activities.

B / The development of competency frameworks.

is the hunting ground of consulting firms in HR or HR Specialist practicing in both the diagnosis, consulting and implementation of packages of HRM in the latter case, some publishers are themselves their own software, in other cases they have agreements with one or more publishers HR, they recommend to their clients.

Beware of "Gas Works": The repositories skills must be readily usable by the company. Be careful not to have established by all the Councils HR benchmarks and analytical tools that are impossible to put into practice in the business because too heavy to deploy or too complex to analyze.

The time when the repositories of skills and management skills did not come out of the HRD is over. This is the entire hierarchy to be affected by this management and project onto the future.

Some companies do not hesitate to allow each of their employees to view their own skills and to have information about the different job profiles of the company.

This allows individuals to become fully involved in their own career management by setting clear and precise objectives. How, then give this management tool to the uninitiated, if the analysis is based on skills canvas too complex to use so they are easily understandable by everyone.

C / Evaluations

(An entire chapter was devoted to evaluations / Some additional thoughts only)

management skills is inconceivable without the evaluation of employees. It should implement assessment systems that are completely intertwined with the management skills and career management.

systems, however, should not necessarily be the same for all staff nor do they have to be the same for all positions.

For example, we may very well want to use 360 degree evaluations for key positions, highly strategic business or for the high potentials and simply to assess supervisor-employee less strategic positions.

All this implies the choice of software that deals with HRM simultaneously all aspects of HRM.

§ 44 - THE EVOLUTION OF SKILL repository TIME

It is important that the chosen tool for competency management has a base Documentary associated permanently accessible allowing everyone to keep in mind the precise definition of each competency and what each value represents the rating of this skill.

The repositories skills should also be fairly stable over time and be modified only when necessary even if they stick to the evolution of corporate life.

§ 45 - USE

As stated above, management skills is a tool for decision support for management careers. She is also a great tool to help manage the training plan.

Gone are the days where you gave systematic training based on only the wishes of the employees or managers. Now with the software management skills and career training must be part of a genuine political career management.

Such training will be sought because it will allow the individual to develop such competence required for such position or such project in the short, medium or long term.

Access employees to their repositories and repositories of posts can also pose the problem of too many requests for transfer, creating an unstable individuals posted. It is therefore suitable for HRD, in conjunction with department heads to lay the necessary safeguards.

There remains to choose a tool with a rights management access very specific. It is not necessarily desirable for all companies to point to all employees new opportunities in other positions or other occupations or services.

Again, everyone must necessarily emulate his management skills in the HR policy of the Directorate General.

(Copyright BERNET Dominique and Jacques LELARGE)