workspacesgrosscie

From workforce to skillforce.
So that every organization has the right talent.

Having the right skills in the right place at the right time—that is an ongoing challenge for human resources development. Groß & Cie. advises companies on how to establish the structures and processes needed to continuously develop skills within the organization and prepare as effectively as possible for future demands.

The skills that a company fundamentally needs and possesses must first be identified and made transparent. The gap analysis and the setting of goals for human resources development form the basis for the concrete definition, utilization, and development of employee skills. To this end, task- and role-specific skills are summarized in a competency catalog. From this, precise competency profiles can be derived down to the level of the individual employee. Accordingly, the program of measures for continuing education, etc., is established or optimized.

Finally, the transfer of competencies within the company must be enabled and ensured. This is because many sought-after skills can often be found within the company or developed unexpectedly quickly. Ideally, the networking and monitoring of competencies is carried out with the help of AI applications that can display the current status on a person-specific and cross-functional basis and structure further competency development.

 

We’d be happy to discuss how to develop your skill force. You can reach Managing Partner Michael Groß by cell at 0171 2428 624. Or send him an email.

What we do for you

Groß & Cie. provides a concise overview of competencies at both the employee and company levels. The analysis also examines the distribution and prevalence of competencies across the various levels of the organization, specifically at the project, process, and management levels. The result is a structured analysis of the competency portfolio, particularly regarding its distribution and availability.

The portfolio is then compared with future requirements to enable an assessment of competencies in terms of their scalability and future viability. From this, Groß & Cie. derives concrete proposals for optimizing the competency portfolio—both at the organizational and individual levels, for example within individual departments. In doing so, existing potential is taken into account.

In specific cases, “purchasing” competencies or collaborating with other companies can be an effective way to acquire the necessary competencies. This option is also worth considering more frequently because competencies are becoming obsolete at an ever-faster rate while simultaneously diversifying. The challenge of developing the right skills at the right time is growing in many industries.

Groß & Cie. creates the company’s competency map for its clients based on the existing competency inventory. To this end, task- and role-specific skills are compiled in a competency catalog and organized by core business areas. The task catalog is used to identify the individual competencies relevant to employees’ organization-specific activities. From this catalog, organization-independent roles and the necessary competencies are derived.

As a key deliverable, Groß & Cie. also provides an overview of who in the company should possess which specific competencies. These competency profiles can be broken down to the level of the individual employee. Regardless of function and hierarchy, a clear target competency profile can be created for each role, divided into technical, methodological, and social components. Ultimately, the competency profiles form the substantive basis for every job description in a company.

Building on the transparency of the skills inventory, knowledge transfer among employees can be tailored very precisely based on the demand for and supply of skills within the company. Previously isolated skills inventories become transparent across the organization and can be interconnected. Appropriate IT solutions support the dynamic or periodic updating and distribution of competency information.

Groß & Cie creates a “tracking” system to connect employees. This enables an organization-wide analysis of competency patterns. Management can use the results of these competency patterns as a basis for improving competency management.

Through a key performance indicator system tailored by Groß & Cie. to the specific company, continuous monitoring and active shaping of the competency pool become possible. The basis for this is the Competency Capital Index. Rather than reacting to market demands, a system for knowledge transfer through competency networking makes it much easier to identify future requirements. In addition, it enables the ongoing adaptation of a company’s competency map and competency profiles.

With this index, Groß & Cie has a tool that enables ongoing monitoring of competencies at both the individual level and across the organization. It is implemented in cooperation with the Frankfurt School of Finance & Management, where Dr. Michael Groß serves as a lecturer.

The index is the sum of all competencies measured against each company’s target profile. It serves as a navigational guide for organizations in their competency management. This previously elusive “soft” topic becomes tangible and measurable through a “hard” goal: improving the index. This provides companies with a tool that motivates employees and managers to work together on the continuous improvement of their knowledge.

Groß & Cie would be happy to explain the calculation of the index in a meeting.