Since the term "competency development" has become in recent years a boom in human resource management, there are of course a number of procedures and methods for competence analysis. Apart from working or activity analytical methods also biographical methods are important. (Schäfer, 2006, S. 45 f.)
We would like to present this biographically-oriented methods and their benefits today.
Biographically-oriented processes developed from the efforts to generate alternatives to formal qualifications. Formal qualifications cannot be compared with acquired skills, since during formal qualifications only the acquired technical knowledge is certified. Informal knowledge or professional experience are neglected even though they are for the professional success alongside formal qualifications of great importance. Thus, competence biographies and skills assessments have been developed which take into account informal knowledge and professional experience. Their advantage lies in the fact that these procedures start from the subject and the development aspect to emphasize. (Schäfer, 2006, S. 55)
Competence biographies consist of several qualitative and quantitative instruments. They are very complex, however, lead to profound insights into dimensions of competence and learning profiles of the employees (Schäfer, 2006, S. 56).
Skills assessments relate to the family acquired social and personal skills. Thus, this method provides insights into skills, which were in the course of life, outside of school and work, acquired. In the course of this process acquired personal and social skills must be documented by a self-assessment carried out by the employee. Thereafter, these competences are assigned areas of expertise and complemented by an external assessment. (Schäfer, 2006, S. 56f.)
The benefit for Human Resources Development lies primarily in the possibility of comparison of the competence profile of employees with the requirements of the posts to be filled. Thus, development needs be shown. In addition, the self-organization of the employees is supported and driven individual development motivations. (Schäfer, 2006, S. 57)
Source: Schäfer, Ellen (2006). Betriebliche Kompetenzentwicklung. Einführung und Evaluation systematischer Kompetenzentwicklungskonzepte. Universität Kassel: Dissertation.