Skill Management & HR

Build a diversified workforce using a role concept, skills, HR connection and conscious in-/outsourcing

Roles, skills or both?

When working with resources, it makes sense to consider them holistically in order to make the best possible use of your workforce’s potential on the one hand and to assign your employees according to their capabilities and skills on the other. This requires more than just capacity information. It is about people and their individual strengths, weaknesses, abilities and personal/professional development desires as well as their best skills. A modern concept of roles in combination with skill management can play to the benefits to this balance and put both sides – the employees and the organization – into a far better position. Roles and skills are often mentioned in the same breath, but it’s important to pursue different purposes while maintaining a close level of coordination between them.

Skills capture more complex profiles at task level. Roles are the vehicle for planning a demand and for forecasting an entire portfolio.

Primary and Secondary Roles

The concept of primary and secondary roles is vital for efficient demand management, feasibility analysis and road mapping in strategic portfolio management. Roles are usually defined by project managers, PMOs, portfolio managers and HR sections, and it is against this background that they must also be designed.

Pinpoint resource utilization through skills management

Companies can benefit greatly from skills management in terms of accurate resource capacity planning (RCP) and the prevention of future skill deficits in the company. When used in combination with resource capacities, skills provide the basis for:

  • The ad-hoc management of bottleneck resources and overutilization
  • Cross-locational and cross-functional deployment of employees

  • Dynamic and strategy-oriented workforce planning through recruitment and training programs

  • Satisfied employees who are assigned according to their skills and their own further development ambitions and career goals

HR and PPM in fully integrated skill management

Skills management is usually developed either by HR departments or by operations (PPM), and sometimes by both. Skills management involves far more than just assigning the right resources to the right tasks. Based on forecasts and strategic planning, skills management identifies future skill deficits and allows training and recruitment measures to be derived in good time.

An optimized company workforce today and for the future can be achieved by following a dynamic supply and demand model in two business areas: Operations (PPM) are responsible for demand planning and forecasting, while HR owns the supply side and takes care of further development and recruitment.

Advanced companies use HR and PPM in collaboration, allowing and encouraging them to work closely together. It is precisely this interface that we promote, accompany and manage.

Valkeen Expertise | Skill Management & HR

We have developed role concepts for leading companies and support you in the implementation of skill management. We will work out the purpose, the strategic penetration (depth & width) and the correct assignment of the skill parameters for your company. Doing that, we pay particular attention to achieving a high level of synergy and communication between HR (recruiting, further development) and operations (PPM, resource management). Find out more about the specific procedure for implementing skill management in the new blog post: “Spotlight Skill Management & HR”.