Last week we dealt with the consideration of personal characteristics for determining the operational development needs in form of biographically-oriented analysis methods. This week we want to dwell on part activity lists for the purpose of work-related characteristics.
Using part activity lists shall aim to capture requirements of the labor system and then compare these requirements with the skills of employees in the company. Thus, any development needs can be identified, which can be eliminated by development measures. In addition, future job profiles can be generated, which must correspond to employees in the future on the basis of partial activity lists. (Schäfer, 2006, S. 58 f.)
In more detail, part activity lists arise through the systematic recording of tasks within a range of a department or group. After that, the staff of the individual workspace clarify the before made coarse structure, that a common understanding between employees and executives will occur. (Schäfer, 2006, S. 59)
If all these requirements will be created as fine structure, the employees have to carry out a self-assessment of existing competencies. This self-assessment is complemented by an external assessment and then a target-actual comparison will be carried out in order to derive competence development measures. (Schäfer, 2006, S. 60)
Part activity lists provide the following benefits (Schäfer, 2006, S. 60 f.):
- Transparency regarding the required and existing potential
- Inventory of skills at various levels
- Targeted identification of development needs
- Learning experiences of development needs
- Learning experiences for employees through insight into processes or problems in other departments
Source: Schäfer, Ellen (2006). Betriebliche Kompetenzentwicklung. Einführung und Evaluation systematischer Kompetenzentwicklungskonzepte. Universität Kassel: Dissertation.