1. Skills Based Organization: A new approach to work organization
Competency-based work organization represents a profound transformation in industrial team management. This approach places employees' know-how and skills at the heart of the organization, rather than relying solely on job titles or experience.
Manufacturers are particularly interested in this approach in the face of several major challenges. The loss of know-how due to retirement is a key concern. The need for agility to adapt to production variations is also driving a rethinking of work organization. Added to this is the need to attract and retain technical talent, as well as the accelerating pace of technological change, which requires continuous upgrading of skills.
Compared with the traditional organization, the Skills Based Organization provides a finer, more dynamic vision of available skills. It enables greater adaptability to production needs, while offering richer, more motivating career paths. The concrete enhancement of technical expertise becomes a lever for commitment.
2. The pillars of a successful Skills Based Organization
Skills mapping as a foundation
Visit precise mapping of skills is the essential foundation. It helps identify critical know-how, pinpoint experts, and visualize the company's future. versatility teams. For example, at LVMH Fragrance BrandsThis mapping has made it possible to reduce assignment errors and anticipate training needs.
Intelligent automation of HR processes
Digital tools like Mercateam optimize several key aspects:
- Skills and accreditation monitoring
- Regulatory training expiry alerts
- Suggested assignments according to need
Smoother career paths
The skills-based approach opens up new career prospects for our employees. It facilitates access to cross-functional assignments based on expertise, and enables the implementation of personalized training paths. Mobility between departments is becoming more natural, while recognition is now based on skills actually acquired.
Enhancing technical know-how
The Skills Based Organization places technical expertise at the heart of professional recognition. Business experts are clearly identified and promoted. The transmission of critical skills is organized in a structured way. The technical versatility becomes a valued asset in everyday life.
3. Concrete benefits for industrial sites
Easier skills upgrading
The competency-based approach accelerates team development through :
- Training tailored to real needs
- Precise tracking of individual progress
- Objective validation of prior learning
Retaining technical talent
Employees find an environment more conducive to professional fulfillment. Their expertise is recognized and valued. Personalized career paths offer real visibility on internal opportunities. The diversity of assignments, based on their skills, enriches their daily lives.
Measurable ROI
The benefits are tangible in the field. The time spent on schedules decreases by 30% on average. The versatility increased by 20%. Preparation time for audits is divided by four. Some sites achieve ROI in less than three months.
This innovative approach responds to the current challenges facing industrial sites by placing skills - and therefore people - at the heart of the organization. It provides a structuring framework for developing team agility and performance.
4. How to set up a Skills Based Organization in industry?
Technical and organizational prerequisites
Deploying a Skills Based Organization requires rigorous preparation. The commitment of management is an essential starting point. The experience of our industrial customers shows that an initial diagnosis of existing skills is essential.
Another major prerequisite is the implementation of the adapted digital tools. These solutions must enable dynamic skills management and a real-time view of available resources. Team involvement RH and operational managers from the outset of the project also guarantees its success.
Key deployment stages
The transition to a Skills Based Organization generally follows four phases:
- Phase 1: Map existing skills and define future needs
- Phase 2: Digitizing skills management and scheduling processes
- Phase 3: Train managers in the new approach and associated tools
The final phase consists of gradually roll out the new model, often starting with a pilot workshop before extending to the whole site.
Pitfalls to avoid
Our experience in the field has enabled us to identify several common pitfalls. Wanting to digitize everything at once without support often leads to failure. Similarly, neglecting team communication or underestimating the importance of manager training can weaken the project.
Key success factors
Successful deployment hinges on several fundamental elements. Personalized support teams during the transition is crucial. Setting up relevant monitoring indicators enables deployment to be adjusted. Visible management support throughout the project also reinforces its success.
5. Future prospects
AI at the service of skills
Artificial intelligence opens up new perspectives for the skills management. In particular, it automates the detection of potential and suggests personalized development paths. Algorithms also make it easier to identify critical skills and anticipate future needs.
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New opportunities for industry
This approach provides manufacturers with the means to meet today's challenges: digital transition, changes in professions, attracting talent. It enables them to better anticipate skills needs and adapt more rapidly to market developments.
Next steps for companies
For industrial sites, the challenge now is to adapt their organization to this new, innovative and high-performance model. This involves overhauling Human Resources processes around skills, strategically developing versatility and implementing digital tools adapted to realities in the field. Ongoing team training and support for change remain essential levers in this transformation.
This evolution towards a Skills Based Organization represents a profound but necessary change for industries wishing to remain competitive while making full use of their human capital.