Advanced Competency Management System within Kopa HRM
Companies thrive when the right people with the right competencies are in the right positions.
Traditional approaches to competency management, such as using Excel spreadsheets, do not enable companies to effectively match competencies with job roles. This inefficiency leads to missed opportunities, as companies struggle to quickly identify and mobilize the right talent for new projects or sudden staff replacements. It becomes even more problematic when this information is stored in individual employees’ minds, leading to challenges when finding optimal solutions for replacements or succession planning. Lack of transparency and the risk of being left without the necessary competencies at a critical time is a ticking time bomb, with significant and costly consequences.
HR professionals and managers without a competency management system are constantly firefighting issues and lack time for preventive actions. When a new project requires assembling the most suitable team, it takes considerable time and guesswork—issues that could be avoided if competencies were systematically documented.
Recording an employee’s competencies when they join the company is a crucial task. It is essential to document as much as possible, including competencies that may not be required for the current role but represent a hidden asset that can be leveraged to address future market challenges.
Who has a problem if a company does not have this solution?
Management, because it takes too high a risk that something will go wrong. The company’s reputation, deadlines, quality, winning new orders, etc. can suffer as a result.
HR managers who solve complications and do not have a comprehensive overview of how to provide the competences and people to perform optimally. Data in a poorly structured format and in people’s heads does not allow for analytics and forecasting. No AI system can help if the foundations and data are not there.
Employees, because employee competences are not properly identified and developed, individuals cannot fully exploit their abilities or progress in their careers. This not only reduces their satisfaction and motivation, but also limits the growth and innovation of the company as a whole. the potential of their competences is not identified and used towards development and growth. If competences are not recognised, monitored and developed, the individual, and therefore the company, does not progress.
