"In 2030, the old separation between management and leadership will appear to us in a completely and radically new light. Management will become routine work, largely automated by computers. In contrast, leadership is a task that is highly creative and shaped by people. In fact, leadership is above all about helping to shape the future.....Leadership is therefore judged above all by the change it has brought about."
according to Güldenberg 2021 p. 141
Leadership is thus faced with the challenge of specifically enabling the development of the abilities of its teams and employees to act in open-ended situations, i.e. the competences. However, these skills do not exist without values, which serve as folders for self-organised action; they form the competence cores. Therefore, vocational pedagogical steps of competence development cannot be separated from value development (cf. Erpenbeck, Sauter 2020).
Definition of competence management
Competence management is a planned, guided and systematic process with the aim of optimising the competences of the organisation, the teams and the employees in the social system organisation from within, so that the strategic corporate goals are achieved.
Company-wide competence management is derived directly from the strategic requirements. Therefore, the upper management level plays a central role as initiator and facilitator of processes of value and competence development in the organisation.
Top-down competence management
Senior leadership initiates communication about planned measures and ensures the framework for successful implementation. At the same time, it makes clear the high importance of the new competence model and the conception of competence development derived from it for the success of the organisation.
In detail, the senior leadership defines these areas:
- The Strategic guidelines make clear which goals the organisation wants to achieve in the medium and long term and which fundamental requirements result from this for the organisational values and the competences of the employees from the perspective of the top management.
- The Process instructions limit the relevant areas of application and thus the emergence of the team-related values, the leadership culture.
- The Communication guidelines define how the communication of the values and the competence requirements in the organisation should basically take place.
In the next step, the management has to solve the task of providing the necessary Structure for systematic competence management to be created. Sufficient human, technical, spatial and financial resources must be made available for this.
Structured change process
The development of organisation-wide competence management therefore requires a structured change process which, according to experience, takes up to one year and is then adapted to the specific requirements of the respective organisation.
Implementation process of competence management
This implementation process is designed according to the principle of building up the values and competences of the key persons, the value and competence managers as education planners and learning facilitators as well as the managers as development partners or mentors of their employees as quickly as possible. This creates a dynamic multiplier effect achieved, which is a broad acceptance made possible. These development processes take place in the so-called Double-Decker Principleso that the participants first experience targeted competence development as learners in order to derive their own conception of competence management in their area of responsibility. In the process, implementable applications for competence management already emerge from the learning processes.
In an orientation workshop, we analyse the situation with personnel developers and selected specialists and managers. Need for change in competence managementwhich results from the development of the working world - New Work. From this we derive in a moderated process Organisation-specific value and competence models which serve as the basis for an organisation-wide development of values and competences.
Future competence management requires Values and competence managerswho steer and moderate the change process as well as design and implement the enabling space for self-organised learning and working, accompany and support learning processes and coach the managers. Therefore, the first step is to build up the values and competences of this core team.
The Leaders In competence management, they take on the role of a Development partner (mentor) of their employees. In the next module, managers learn how to implement the values and competences assessment of their employees, agree on individual development goals and measures within the framework of development discussions, secure the necessary framework conditions and promote personalised development processes.
In a further step, teams analyse and evaluate their values and competences and derive their target profiles, development goals and suitable measures for the Targeted competence development of the teams as of.
In the next module, employees independently analyse and evaluate their individual values and competences on the basis of self-assessments and assessments by others. From this, they derive their personal value and competence goals with the advice of their value and competence counsellor or learning facilitator, as well as suitable development measures in a development discussion with their manager.
At the end of this first phase, the learning solutions and experiences are presented in a organisation-wide communication processThe results are shared and discussed with all employees and managers, e.g. through world cafés, bar camps or connective MOOCs.
On this basis, the sustainable further development of competence management can be further planned with a high level of acceptance.