Competency identification and planning is a systematic effort to define the competencies critical to the strategy, assess current capabilities and identify key competency gaps. It aims to build a clear talent strategy to guide recruitment, development and the allocation of resources to future needs.
Increasingly, it is skills that determine how an organisation copes with change, competition and growth. Yet in many organisations, skills are managed in a reactive way: training is provided on demand, recruitment is rushed and development is based on individual requests.
Identifying and designing competences means moving from incidental development to strategic competence management. It is about a knowledge strategy: a conscious way of ensuring that an organisation has the right skills at the right time.
Without it, skills will develop, but the direction will remain unclear.
What does skills identification and planning mean in practice?
The Knowledge Strategy answers the questions:
It's not just a skills mapping exercise, but a holistic approach where business direction, people's skills and future needs are interlinked.
A well-built skills strategy makes skills predictable, manageable and effective.
In our work with clients, we often encounter the following situations:
In these situations, skills develop randomly and the risk increases.
How can we help you build a talent strategy?
We help organisations build a systematic approach to skills identification and planning that supports business and execution.
We approach the knowledge strategy through four mutually supportive steps.
Strategy-driven identification of skills needs
We always start with the business direction. We help you identify the competencies that are really needed to deliver your strategy - not just in general terms, but in terms of concrete capabilities.
For example, we look at:
This sets the basis for the whole knowledge strategy.
Identifying and making visible existing knowledge
We help to make visible what kind of skills already exist in the organisation. This doesn't just mean CVs, but an understanding of real talent, experience and potential.
In our work we use, for example:
The aim is a realistic and shared snapshot.
Identifying skills gaps and critical competences
There are almost always skills gaps between current and future needs. We help you identify which of these are critical to your business.
Among other things, we look at:
In this way, development focuses on what is essential.
Planning and managing development
We help you build a concrete development plan that links to management, resourcing and everyday life.
Skills development does not remain an isolated activity, but becomes part of management.
Identifying and planning competences is not a separate task for HRM. They are an essential part of an organisation's ability to implement its strategy and to renew itself.
With a skills strategy in place, an organisation does not react to changes after the fact, but builds capacity in advance.
More Than Group helps you build a talent strategy that supports growth, change and getting things done.
How are changes designed and implemented so that they become part of everyday life?
How do your behaviour, policies and climate support your goals, even under pressure?
How are current and future competences linked to the organisation's objectives and translated into better ways of doing things?
How do objectives, responsibilities, rhythm and monitoring form a whole that enables systematic progress?
