The skills and competencies of your employees are the basis for creating added value in your company. However, these skills and competencies are often not sufficiently aligned to operations and thus cannot be controlled in regard to a specific personnel development nor can they be assessed in regard to an investment decision for the specific set-up of future core competencies.

IMC's consultants support you in the following aspects

Analysis of the organisational reference framework
As a starting point the organisational strategy and the associated organisation targets will be analysed. They determine the products and services offered as well as the value added driving business processes. This service bundle determines on the one hand the organisational structure of the company and on the other hand the competencies required. From the analysis of the organisational structure it is possible to derive roles, including the aspect of flow organisation and jobs under organisational set-up in the sense of taxonomies.

Evaluation of existing competencies
Employees and competency profiles can be entered into the system and evaluated based on defined taxonomies. A competency profile can be composed of these three sub-areas:

• Evaluations in a wider sense, which cannot be measured objectively in a numerical sense, but can only be described verbally with the help of key words
• Experience, which as a rule can only be described. Due to their individual and subjective character, evaluation metrics can only be used to a limited extent to describe experiences.
• Capabilities and skills, which can be evaluated through proof of qualification with by using scales

Parallel to the entry of the existing competency profiles the required role and jobs profiles can be defined, taking into account the organisational objectives. Thus the plan and actual profiles can be distinguished as an analysis framework.

Derivation of measures for optimisation
Deficits in regard to performance, know-how and skills can be identified by means of a skill-gap analysis. The 360°-analysis can be used as a tool within the framework of the performance management. For example, in the field of knowledge management yellow pages are used, which describe the experience of an employee. The experience can be quantified as well as qualified by means of subjective evaluations of colleagues, both company and the situation specific. The right further training offer can be determined for an employee with the help of a skill gap analysis. Central tool of the competency management for the employee is the annual target agreement. It serves to continuously document the individual competency spectrum and determine the further development possibilities and requirements of an employee.

Institutionalisation and continuous improvement
By linking target agreements to control tools such as scorecards, performance management, knowledge management and learning management can be integrated and be compared with the strategic and operative planning of the organisation targets at any time.
In the long term, a consistent alignment of the personnel development measures to organisational target sizes can be ensured through this and the integration of the measurement methods institutionalised in the organisation culture.