Technology - competence - learning within HR analytics solutions - a holistic approach to enable digital transformation and value creation
Authors: Bernd Dworschak, Alexander Karapidis
Abstract: In times of organizational transformation, e.g. with regard to increased digitization or the development of new business models to improve value creation, it is necessary to identify competence requirements at an early stage. Therefore, trends and technologies require organizations to deal with the existing competences within the organization and to carry out early identification of competences in order to be able to react early to changing competence requirements.The Fraunhofer competence compass, which covers all process steps of a strategy-oriented competence management, is used as the basis for determining competence requirements. Competence management and the determination of competence requirements contained therein aim to make individual and organizational competences in the company tangible in order to be able to use them profitably (e.g. with regard to competitiveness and value creation) and to be able to develop them systematically and in a targeted manner. In combination with the results of the trend and technology analysis, job profiles of the future with new competence requirements then can be developed or new job profiles can be identified. What is the challenge then for HR? The challenge is to establish a data driven competence management, hence to make use of HR/People Analytics. This requires a consistently data-based architecture that anticipates new business requirements and identifies the resulting necessities for developing new competences. Subsequently, learning offers adapted to the needs of the employees and their requirements are proposed, implemented and evaluated. For this purpose, existing data models have to be evaluated and possibly redefined, data sources have to be newly developed and in a "control center" e.g. in the form of an AI-based dashboard. In the context of data-based competence management activities, practical data analytics procedures must also be identified, implemented as prototypes and tested. Thus, HR is faced with new requirements in the field of HR/people analytics. HR should be able to carry out or support well-founded data analyses, how these and corresponding hypotheses relate to business-relevant questions (such as the development of value creation) and what actions can be taken based on the analyses. This requires more than just IT competence, it also requires specialist technical knowledge. However, what is needed is the ability to translate strategic questions of corporate development into relevant hypotheses, to obtain the relevant data and to analyze them. Finally, the contribution tries to relate the approach of a strategy-oriented competence management and the characteristics of workforce ecosystems, a new strategic approach to the future of work, and to draw corresponding conclusions for HR/people analytics.
Keywords: Technology, Competences, Learning, Competence Management, HR Analytics, Workforce Ecosystems
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