Identify your internal skills and map the expertise of your employees through this skills mapping process!
Implementing a skills identification and mapping approach in a business can seem like a heavy investment in time and money. We offer you an approach approved by our customers and partners to effectively map the skills of your organization.
Step 1: establishment of a business and skills repository
The first step in a skills mapping project is to structure and manage your business and skills benchmarks. For this, the challenges are as follows:
- Map the trades and skills available in the organization.
- Manage the different sources of skills which may be numerous, obsolete or incomplete.
- Update and administer the business and skills repositories because they are complex and their format is rigid.
Regarding the use of the repository, it is possible to proceed by phase:
1) Create or import your existing repositories whatever their state and format (incomplete, obsolete, etc.).
2) Allow each population to express itself in its own language of competence: the employee at the task level, the manager at the micro-level, the HR at the cross-functional level.
3) Synchronize these different languages around a common repository.
4) Manage and develop the repository thanks to a new generation graphic format, simple, dynamic, and visual.
Step 2: identification and mapping of internal skills
The second step is to identify and map the skills of your employees. The mapping challenges are as follows:
- Have a better knowledge of employees and “who knows how to do what”.
- Identify the hidden skills of employees.
- Make employees accountable for the management of their skills and their careers.
- Structure data on employee skills which are scattered.
- Streamline internal mobility by projecting employees into professions.
- Centralize the skills data of my employees.
In this step, you have to go through two distinct phases:
1) Identify all the sources that generate and consume skills data related to employees (multiple HRIS, projects, manager assessment, self-declaration, CV, Linkedin, etc.).
2) Map the skills of employees, candidates, and service providers as close as possible to the reality on the ground.
Step 3: optimization of business and HR processes with skills mapping
The 3rd step is to optimize business and HR processes with the right data at the right time.
How can companies use skills as a dynamic tool for human resources management and employee engagement strategy?
For the manager, it will be a business point to assess the level of skills required and set objectives for monitoring deviations.
For Human Resources, it will be a question of supporting the employee and providing a dynamic analysis of the activity in skills in the company (by person, by position, by profession).
The whole challenge of this step is to feed the processes with skills data, in particular via a dedicated professional tool :
- Internal mobility and recruitment: this allows employees to express their wishes for mobility according to the needs of the company, by comparing their skills with job descriptions and positions.
- Career path : this makes it possible to offer different positions and paths within the company (mobility areas) based on a precise definition of professions in terms of skills.
- Monitoring of critical skills: this makes it possible to maintain operational excellence and to better anticipate the obsolescence of skills such as authorizations.
- Training: this allows training to be optimized according to the needs of the company, the skills available, and the wishes of managers and employees.
- Team staffing: this makes it possible to assign the most relevant collaborators to projects over time.
- Expertise research: this makes it possible to find collaborators thanks to multi-criteria research and to offer experts the possibility of exchanging with them.
- 360 ° assessment: this allows management to validate the skills developed by employees thanks to a 360 ° view of their activities: training, validation by experts, projects carried out, self-declaration, etc.
Step 4: trends and evolution of skills mapping
The last stage of the project consists of analyzing and piloting the GPEC & Workforce Planning strategies. The challenges of this stage are as follows:
- Manage available resources and their development trajectories at the micro and macro level (Recruitment and training plan).
- Ensure the good performance of GPEC’s objectives by having a real-time vision of key indicators.
- Feed the Workforce Planning strategy by analyzing the existing from all angles.
And finally, this step is broken down into 3 phases:
1. Analysis: create personalized dashboards to feed GPEC reflections and meet business needs.
2. Strategy: analyze in real-time the distribution of skills and anticipate needs at all levels (individual, team, service, department, BU, subsidiary, group).
3. Management: offer managers different tools to assess the expertise available and visualize the skills required in their teams.