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Cases in competence management

VIEWS: 7 PAGES: 4

									                                  Cases in competence management

Case 1: Erasmushogeschool Brussel

Identity of the organisation
Erasmushogeschool Brussel
Nijverheidskaai 170
B-1070 Brussel
Phone +32/2/523.37.37

Fields of activity
Higher education, applied research, community service

Competence manager
Jean-Pierre Roose
Department for International Relations
Co-ordinator and consultant
Phone +32/2/559.02.87

Definition of competence used by the organisation
Set of knowledge and skills allowing one to function adequately in professional and social life.

Major competence clusters used
Self-management. Quality care.

Areas of application
International relations

Assessment tools used
Evaluation sheets, self-assessment.

Willingness to share the assessment tools used?
Yes

Description of the process of introducing competence management in the organization
Very slow and difficult process.


Case 2: Philips

Identity of the organisation
Philips
Tweestationsstraat 80
B-1070 Anderlecht

Fields of activity
Development, production and sales of sound and image, consumer telephoning, corporate
communication, household appliances, speech recognition and dictaphones, professional media
applications, communication, security and observation systems, analytic systems, medical tools, etc.

Number of personnel: Belgium 7000, Worldwide 210000
Competence manager
Ludwig Deweghe
National Recruitment and Training Officer
Phone +32/2/525.80.59
Fax +32/2/525.80.69
e-mail ludwig.deweghe@philips.com

Definition of competence used by the organisation
Common personal characteristics, critical for outstanding performance, which are observable and
measurable.

Major competence clusters used
Three clusters relating to task aspects of leadership and three clusters relating to interpersonal, social
and team skills

Areas of application
Mainly used for selection and measuring achievement.

Assessment tools used
Self-assessment instruments are available on the intranet for employees. Employees may also opt for
question sheets to be filled out by colleagues.

Willingness to share the assessment tools used?
No: the tools are exclusive Philips property.

Description of the process of introducing competence management in the organization
Competence management was imported from Eindhoven to Belgium only recently (one year ago). It
was accepted fairly well and implemented smoothly.


Case 3: ASLK (now Fortis)

Case described in detail in Derous, E., De Visch, J., Dumoulin, P. and Deboes, S. (1997)
Competentiemanagement. Praktisch werken met een ongrijpbaar concept? Ced. Samsom, Diegem.

Fields of activity
Banking and insurance, privatised since 1993.

Competence manager
Gilbert Van Laethem
Director Human Resources
And
Eddy Overmeire
Head of Department, Human Resources Management

Definition of competence used by the organisation
Basic competences are also called 'values of the enterprise' (see below). On the second level these
competences are defined in terms of metier or function. The third level of competence is expertise or
technical knowledge/ability.

Major competence clusters used
Main competences: Quality awareness and orientation; Flexibility; Availability; Loyalty, Customer
orientation;
Other competences: result orientation, autonomy, learnability, decision making power, self control, self
confidence, team spirit, team leadership, impact and influence, knowledge and ability, critical attitude,
problem solving/analytic thinking, business attitude.

Areas of application
Training, recruitment, selection, career development and planning.

Assessment tools used
Own development: competences-behavioural indicators-indication of importance attached and score
(on a scale of 1-4)

Willingness to share the assessment tools used?
No

Description of the process of introducing competence management in the organization
Thinking in terms of competence for ASLK dates back tot the Social Plan of 1993-1994. The
philosophy is based on two pillars: economizing/cost management and optimisation of the personnel
body. The first comes down to working with fewer people, the second to working better with fewer
people. Therefore the added value of each person as well as each function needs to be found.
Competencematrixes were elaborated in three stages: experimental stage; interpretation and
integration of insights relating to basic assumptions and behavioural indicators of management and
testing/validating of the matrixes. Since 1995 the organisation has worked with a list of 22 basic
competences.
The process of introducing competence management was clearly pulled top-down. For the application
towards operational functions, however (3000 functions out of 9000), the starting point will be the
analysis of the function.


Case 4: Van Roey-Franki

Case described in detail in Derous, E., De Visch, J., Dumoulin, P. and Deboes, S. (1997)
Competentiemanagement. Praktisch werken met een ongrijpbaar concept? Ced. Samsom, Diegem.

Fields of activity
Multilocal construction enterprise with 5 entities in Belgium and about 1500 employees. Each entity is
more or less autonomous, has a number of specific procedures and its own culture. Personnel to a
large extent consists of civil engineers construction scienceand bachelors in construction science.

Competence manager

Definition of competence used by the organisation
Characteristics of an individual which distinguish him/her in a professional context as excellent (as
opposed to merely good).

Major competence clusters used
For the pilot project 11 competences or characteristics (distinguishing features between the good and
the excellent employee) were defined. Some of them: responsibility, initiative, accuracy.

Areas of application
Training, recruitment and selection (and in the long run management development policy and
remuneration system).

Assessment tools used
Being developed.

Willingness to share the assessment tools used?
Premature.

Description of the process of introducing competence management in the organisation
At the beginning of the competence process, human resources activities in the enterprise had hardly
started. Recruitment and selection was just growing, training needs were met ad hoc and a
fundamental remuneration policy was virtually non-existent. Evaluation was hardly uniform.
Several stages in the approach: defining primary and secondary processes; formulating target, critical
cooperation and measuring points; timerelated objectives; detail processes; performance areas;
performance indicators


Case 5: Assessment Centres

Case described in detail in Derous, E., De Visch, J., Dumoulin, P. and Deboes, S. (1997)
Competentiemanagement. Praktisch werken met een ongrijpbaar concept? Ced. Samsom, Diegem.

Definition of competence used by assessment centers
Capacity in the form of applied knowledge or skills. Competence is used as a term to indicate the
capacity required to be successful in performing a certain role or function. It is an observable capacity.
Motivation is only a competence in as far as it is observable.
Competence management is used to facilitate the realisation of the mission and goals of an
organisation.

Major competence clusters used
Any

Areas of application
All areas of human resources management.

Assessment tools used
 Self-assessment (by means of checklists or in interview)
 Behaviour or competence oriented interview
 360°-feedback
 Assessment and development centres use several techniques depending on the nature of the
   competence to be measured (simulations/360° feedback, exams/interviews, intelligence tests,
   interviews/polls/simulations, polls)

								
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