Instrumente der Personalentwicklung

Ryschka, Jurij von; Tietze, Kim-Oliver; Richter, Falk von; Pohlandt, Andreas; Allmendinger, Katrin von; Schmidt, Jan Martin von; Köppen, Hajo; Breimer-Haas, Nadine; Demmerle, Christina; Heß, Michael

doi:10.1007/978-3-8349-9785-2_4

Cited by 1 publication

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“…The development of competences falls within the range of human resource development (Leinweber, 2013). Human resource development uses various tools and techniques such as work configuration, mentoring or 360 degree feedback to promote competence and prepare employees for current and future requirements as well as provide the employees with appropriate competences (Ryschka and Tietze, 2011;Kock and Ellström, 2011). According to North et al (2013, p. 268), the task of competence management is "to describe, make transparent, and ensure the transfer, use, and development of competences guided by the personal goals of the employee and the goals of the company."…”

Section: Introductionmentioning

confidence: 99%

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Employee competences in manufacturing companies – an expert survey

Meyer

Brünig

Nyhuis

2015

Journal of Management Development

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Purpose – The purpose of this paper is to present competences that are highly relevant for manufacturing today and tomorrow. Following a discussion on the concept of “competence”, a variety of competences are presented and classified into the four facets professional, methodological, social, and self-competence. Design/methodology/approach – Using an exploratory method, the paper aims at describing relevant manufacturing-related competences with the help of an online survey. Experts, mostly from the production management or HR departments of manufacturing companies in Germany, were polled and asked to evaluate the relevancy of a list of competences for manufacturing. Findings – For the experts, flawless execution and quality awareness are competences with a very high relevance, whereas analytical abilities have very little meaning. The experts questioned expect openness to change to undergo the strongest increase in importance. Practical implications – This paper shows competences particularly relevant for future production, so that companies can derive specific competence development measures. The findings are descriptive only, but should enable companies to identify specific competence gaps and to select measures to develop competences. Originality/value – This paper attempts to bridge the gap between academics and practice by outlining relevant manufacturing competences that have been evaluated by managers. This is in contrast to most scientific research that classifies manufacturing-related competences as important based on own assessment.

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Section: Introductionmentioning

confidence: 99%

“…In order to expand the competences of their employees, various competence development measures are available to companies (Ryschka and Tietze, 2011). The selection and application of appropriate measures depends on the relevant company-and employee-specific circumstances.…”

Section: Introductionmentioning

confidence: 99%