The Practice of Competence Modelling

Abstract

A clear understanding of the organizational competences of an enterprise and the underlying individual competences and the competence development needs has become more and more important for many industrial areas as a foundation for competence supply processes and adjustment to changing market conditions. Competence modelling, i.e. the use of enterprise modelling techniques for capturing existing and describing desired organisational and individual competences in enterprises, offers important contributions to this. In the last years, the authors of the paper have performed a number of competence modelling cases, which revealed different characteristics and resulted in lessons learned. This paper presents an examination of different characteristics of competence modelling cases, and recommendations and lessons learned from these cases for the practice of competence modelling.

Purpose Driven Competency Planning for Enterprise Modeling Projects

“…In this paper we have been inspired by modeling of organizational tasks related to their necessary competencies that we performed during the MAPPER project [12]. However a more ontology driven approach as, for instance, presented in [20] should be used in the future to develop more fine-grained competency indicators and values.…”

Model-Based Development and Evolution of Information Systems

“…Finally, competency modelling (Albertsen et al 2010 ) relates to the capabilities of typically persons (but also groups and organisations e.g. when specifying so-called business capabilities).…”

“…Although different sub-fi elds de fi ne competence differently, (Cheetham and Chivers 2005 ) applies the following de fi nition: ' effective performance within a domain/context at different levels of pro fi ciency '. According to Albertsen et al ( 2010 ) several approaches for competency modelling has been developed: Berio and Harzallah ( • 2007 ) provide the CRAI model (competence, resource, aspect, individual) associated with axioms based on set theory. The approach aims at describing formal competence in order to provide a mapping between required and existing competence in an enterprise.…”

Improvements of Decision Support Systems for Public Administrations via a mechanism of co-creation of value.

“…The focus of such previous problem was the identification of weak work areas, thus defining criteria for a Knowledge-based Decision Support System (DSS) for the evaluation of the correct roles of various employees and their competences (similar examples are in [7], [18], [19] while studies on competences are in [2], [9], [10] and [31]). The obtained results, tested in a real office in Italy, proved that work profiles are not always the most suitable ones for the performed roles.…”