Informal Signature:BusinessAreaHumanResourcePlanning

{BusinessAreaHumanResourcePlanning}

Pattern Index

Intention Hierarchy

Problem	To integrate competence planning and business planning at the business area level.
Context	Traditionally, competence planning in ESI-companies has been based on managers' experiences. After deregulation the pace of changes in the organisation and its environment increases. This requires that the planning of competence is more connected to the strategic planning business process. This creates a need to integrate the competence planning and the business planning in order to achieve the overall business goals.
Forces	Ad-hoc situations will always occur, since the process is based upon an annual planning cycle, which is not designed to deal with ad-hoc needs.
Solution	The solution consists of a process that uses the business plan as input and consists of the following steps: 1.Direction of business The initial step in the general Business Area planning process is the "direction of business". This is where the strategic business goals for the Business Area are formulated. 2.Competence requirements and goals In this step the competence section in the Business Area business plan is developed and formulated. 3. Identify competency needs and availability In this step the surplus and/or shortage of competence is identified. This is done by describing and analysing the competence available and compare with the need of competence that is derived from the business goals. This process is called the competence gap analysis. The gap analysis is executed on the individual, department and business area levels. 4. Plan and perform actions The gap analysis helps to identify what competencies should be developed and what other competencies should be transformed. The next step is then to define what actions are needed in order to fill the gap and achieve the formulated competence goals. 5. Follow-up procedure The final step is to follow up activities, measurements and indicators. To see how well the formulated competency goals are met. This is done on a quarterly as well as annual basis. This is then fed back to former steps in the process to improve the performance.

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Rationale The solution improves the quality of the goals deployment in the organisation. It also creates integration between HR and business goals. To get the desired result from the solution a tight follow-up procedure together with a feedback system is needed.

Consequences 1:The solution creates an involvement and commitment from managers at all levels in the organisation.
2. Since solution requires involvement from top level a management, HR issue are lifted into their agenda and becomes a strategic issue.
3. The suggested way of working makes the planning more long-term and gives the possibility to have competence developed in time.
4. This solution creates a holistic way of working with competence issues that makes sure that the competence activities that are performed are aligned with the business strategy of the organisation.

Authors Vattenfall AB and KTH, Sweden

Related Patterns Change process patterns
AvailableCompetency
PlanningForUnpredictableCompetenceNeeds
BusinessAlignedCompetency
CompetencyManagementAsStrategy
IndividualDevelopmentResponsibility
Co-ordinatedCompetencyDevelopment
StructuredCompetencyManagementRoutines

Product patterns
This pattern is a subpattern of:
CompetencyPlanningLevels
This pattern is related to the following product patterns:
HumanResourceMeasurementConcepts
PersonnelStatistics
EmployeeExperienceData
EmployeeAssessmentIndicators

Related Documents ELEKTRA project reports: Freja, Carolus

Hyperlinks

Known Applications Vattenfall AB, Sweden

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Rationale	The solution improves the quality of the goals deployment in the organisation. It also creates integration between HR and business goals. To get the desired result from the solution a tight follow-up procedure together with a feedback system is needed.
Consequences	1:The solution creates an involvement and commitment from managers at all levels in the organisation. 2. Since solution requires involvement from top level a management, HR issue are lifted into their agenda and becomes a strategic issue. 3. The suggested way of working makes the planning more long-term and gives the possibility to have competence developed in time. 4. This solution creates a holistic way of working with competence issues that makes sure that the competence activities that are performed are aligned with the business strategy of the organisation.
Authors	Vattenfall AB and KTH, Sweden
Related Patterns	Change process patterns AvailableCompetency PlanningForUnpredictableCompetenceNeeds BusinessAlignedCompetency CompetencyManagementAsStrategy IndividualDevelopmentResponsibility Co-ordinatedCompetencyDevelopment StructuredCompetencyManagementRoutines Product patterns This pattern is a subpattern of: CompetencyPlanningLevels This pattern is related to the following product patterns: HumanResourceMeasurementConcepts PersonnelStatistics EmployeeExperienceData EmployeeAssessmentIndicators
Related Documents	ELEKTRA project reports: Freja, Carolus
Hyperlinks
Known Applications	Vattenfall AB, Sweden
Annotations