Competence and Culture Management
The core competences as (sometimes) described in the strategy define the competences of the organization. The competences within teams and of individuals on a lower level can often be defined only during the development of Capabilities, and during process modeling when the necessity of the business activity competences and human behavior becomes clear. Based on the strategy it is sometimes possible to describe the cultural dimensions of the organization, or can be later defined when the way of working within different capabilities becomes clear.
Problems and Solutions
Often the focus is on delivering the functional and technical requirements while the competences necessary to deliver the activity or the attitude and behavior necessary to create stakeholder value is out of sight during the transition process.
Tools to support Competence and Culture Management
To derive the different competence and organizational culture requirements Enterprise Architects developed two different approaches. The following tools support the Competence and Culture Management:
|
|
| survey tools to measure Organizational Culture change based on the Item Response Theory with which it is possible to ask different questions on every survey and measuring the outcomes on twelve cultural dimensions | |
| an intervention methodology in which interventions are planned after measuring changes of the organizational culture on individuals, teams, groups and the organization as a whole | |
|
|
|
during the modeling of Process Activities or Knowledge Functions the necessary competences to optimally fulfill the tasks in an efficient and effective way, become clear and can be registered |
|
the collected competence registrations are used to support HRM in different ways. The first one is focusing on training the individuals and teams in learning the new competences, while the second one is focusing on selection of new employees. |
Advantages of the Enterprise Architects approach
The Enterprise Architects approach starts with defining the business core competences during the development of the strategic architecture domain, including the value creation for each type of stakeholder. During process modeling the modeler is informed what value creation requirements should be delivered, while per activity the modeler can define the necessary competences for each user necessary to fulfill the functionality. Thus, HRM can be informed what competences are necessary and start developing training people, or hire new employees.
- The SAFe™ Core Values are safeguarded and improved as follows
- Alignment
- Built-in Quality
- Transparency
- Program Execution