Organizational Information Management – Providing Skills & Competency

Topic: BusinessLeadership
Sample donated:
Last updated: October 20, 2019

Organizational Information Management – Providing Skills & Competency Name: Course: Date: Organizational Information Management – Providing Skills & Competency Abstract Importance of Skills and Competence Management Currently, the management of skills has developed to an indispensable element for optimum performance in organizations. Employees are required to exhibit diverse capabilities and skills. However, some organizations lack the necessary knowledge required to manage the wide variety of employee skills. Hence, it is necessary for organizations to be conversant with the necessary measures and processes required train and develop competent employee skills. In this regard, organizations that look to succeed have to be imperatively involved in various skills analysis efforts and implementation. Aging sets of skills, new technologies, mergers, retirements, changes in culture, budget constrains and retirements put many organizations under the risk of losing talent or underutilizing it. Regardless, many still ignore the most valuable solution of addressing the issue of under qualified staff. This involves establishing an organization based on skills.

Regardless of whether the organization is competing locally or globally, it is crucial to ally an agile and skilled workforce to ensure return of investments as well as stimulating fulfilled production and staff motivation (Cameron & Quinn, 2006). Primarily, competency, skills, and their management have been around for a long time in the form of ‘skills inventories’. Ever since managers in the beginning wanted to find out the talents, skills, abilities, and attributes of their employees to accomplish the objectives of the business, there have been numerous methods designed to assess this form of data. However, collecting information on skills was an easy task compared to knowing what to do with it. If this exercise were carried out a second time, then management would not have more interest because the previous exercise did not reap any benefits (Edwards & Yankey, 2004). On the other hand, the aspect behind skill-based management a data ‘chain’ that provides the organization with real and measurable benefits.

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It transcends through the organization and adds to the business’ significant constituencies. This includes all employees, training management, supervisors, line and senior management, and human resources. This is achieved by focusing on particular human capital obligations and needs. In simple terms, the management of skills allows informed decision making by appropriate participants regarding employees. Examples of these decisions may include recruiting of top performers, resource management, succession planning, learning management, career development, performance management, and drive to achieve set goals and objectives. Methods of Managing Organizational Skills and Competence Organizations have a desire of being competent in all that they do. Even though an organization’s staff may have the necessary academic qualifications to work in a particular field, some employees may find it hard to cope with workplace tasks and responsibilities.

This most probably when organizations realize the importance of having a competent workforce and the relevance of identifying and closing competency gaps (Sicilia, 2007). For this to be achieved, it is necessary to understand the implications of competency. Ultimately, this process involves identifying relevant knowledge and skills required to facilitate proper task performance. It is also beneficial to review the organization’s standards and policies.

Frame (2009) states that identifying general competencies related to the organization’s operations as well as particular competencies related to the organization’s professional performance. Developing skills and competency in an organization also requires establishing a scale for estimating the professionalism of the identified competencies. The scale normally has a maximum of level five. Scoring below three requires an evaluation to identify the missing evaluations. For instance, an evaluation may reveal that the organization is in need of a human resource manager with relevant knowledge in finance. The current manager may have skills in managing human resources but lacks necessary skills in financial management. This is an example of a competency gap that needs to be closed (Sicilia, 2007).

Other than using a five-level scale, is also advisable to use technology in the form of HRD software when identifying and closing competency gaps. Applying HRD software saves cost and times in the analysis of staff competency. However, this form of software can only be used by professionals because the information for this software has to be accurate and appropriate. Ultimately, this software allows searching qualifies employees with necessary skills to perform certain tasks. According to Sicilia (2007), this is followed by the identification of positions lacking the necessary skills followed by the formulation of training plans. Additionally, this strategy allows discussion between individuals for the development of careers Additionally, the HRD software works to identify human capital systems that provide comprehensive and consistent representation of managing human capital. This software links workforce management to civil service regulations and rules.

One of the components identified by the software includes talent management. In this case, management of talent requires organizations to have quality workers with relevant competencies to be applied in respective work fields. The management of talent also deals with competency gaps by maintaining and implementing programs for attracting, acquiring, promoting, and retaining, quality talent (Edwards & Yankey, 2004). Ultimately, organizations can achieve this through workforce planning. Conclusion Human resources based on competence planning are a connection to the management of human resources and the organization’s final strategic plan. Ultimately, competency based management is in line with the integration of business planning and human resource planning. Having competent and skillful workers is a prerequisite for success and achievement of goals in any organization. To ensure this, an organization’s management needs to carry out necessary measures to ensure relevant workers are competent enough and have necessary skills.

References Cameron, K. S., & Quinn, R. E. (2006). Diagnosing and changing organizational culture: Based on the competing values framework.

Reading, Mass: Addison-Wesley. Edwards, R. L., & Yankey, J.

A. (2004). Skills for effective human resource management.

Silver Spring, MD: National Association of Social Workers. Frame, J. D. (2009).

Project management competence: Building key skills for individuals, teams, and organizations. San Francisco: Jossey-Bass Martens, R., Heene, A., & Sanchez, R.

(2008). Competence and skills building and leveraging in organizational relations. Amsterdam: Elsevier JAI.

Nelson, D. L., & Cooper, C. L.

(2007). Positive organizational management. London: Sage Publications.

Sicilia, M.-A. (2007). Competence and skills in organizations: Concepts and tools.

Hershey: Information Science Pub. Winterton, J., & Winterton, R. (2009). Developing managerial competence.

New York: Routledge.

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