Pattern Index
Intention Hierarchy
| {CompetencyPlanningLevels} |
Pattern Index |
Intention Hierarchy |
| Problem | To integrate competency planning at the top business level with competency planning at the business area or division levels | |
| Context | Access to competence and knowledge
is a critical success factor for all ESI compnies, especially when operating
in a deregulated ESI market where many actors compete.
A human resouces planning process in any company is the concern of many actors at different organisational levels. At a typical ESI company it may concern the strategic level, the business area level and all levels down to the individual employee and involves, among other things the planning, development, recruitment, contracting and phase-out of competence. Furthermore, HR planning and competency management can not be seen merely as a support process for the core business process, but as an integrated and strategically crucial part of the core business process. The problem for typical ESI companies is not a lack of competency or human resource management. The question is how human resource management programmes and processes are aligned and co-ordinated with each other and with the goal driven, strategic business planning process, in order for their results to match the overall long and short term business objectives for the company. |
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| Forces | The complete process
for HR planning and competency management is large, complex and involves
a complicated pattern of communication between organisational levels.
In a relatively stable business environment, where the market and technology development is more evolutionary than revolutionary this is not a serious concern. However, in a situation where markets, techniques, skills and knowledge needs change rapidly, this chain must be made clear and strong so that the response time for change is short and the changes are effective in respect to the business goals. It is expected that strategic visions regarding competency development needs will be initiated at the top company level. |
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| Solution | The solution consists primarily of creating
three Human Resoucre Planning processes at different levels:
Design of the processes and their information sets has to a large extent been guided by the company's HR planning goal structure (see the ESPRIT project ELEKTRA, CAROLUS deliverable). The formal parts of the information sets, exchanged in the processes above, primarily deal with observable or measurable "indicators" related to HR planning and competency management (see pattern HumanResourceMeasurementConcepts). These indicators, as well as other HR planning related information object types, have been integrated into a conceptual schema. The conceptual schema describes a possible conceptual structure of a knowledge base that can be used for different planning and measurement activities regarding HR planning and competency management. |
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| Rationale | The suggested solution improves the possibility that high level, strategic competency goals and directives will be properly accommodated by the business areas or divisions. The audit process will ensure that the quality of the planning porcesses is adequate and in harmony. | |
| Consequences | The HR planning and competency management issues will be given higher attention and priority. In the long range, this may gradually change the "culture" of the company towards managing and exploiting knowledge-based products and services. | |
| Authors | Vattenfall AB and KTH, Sweden | |
| Related Patterns | Change process patterns:
BusinessAlignedCompetency CompetencyManagementAsStrategy Co-ordinatedCompetencyDevelopment StructuredCompetencyManagementProcesses PlanningForUnpredictableCompetencyNeeds Product patterns
This pattern is related to the following product patterns:
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| Related Documents | The ESPRIT project:ELEKTRA, CAROLUS deliverable | |
| Hyperlinks | Skandia, Sweden
Ericsson AB, Sweden |
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| Known Applications | Vattenfall AB; Sweden | |
| Annotations | ||
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Guidelines |
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PatternEvaluation |
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