By Isabelle Michele / Philippe

Kopcsan / Lukas Ritzel

Lukas Ritzel, Swiss,

management

Professional Details: Mr. Lukas Ritzel currently is Manager ICT with DCT
International Hotel & Business Management School, responsible for all
virtual and collaborative technologies on campus, as well as faculty
lecturing on different management topics.
Mr. Ritzel has been in international management since over 20 years, has
done workshops and presentations in 40++ countries in 4++ languages.
Further; Mr. Ritzel is Cofounder of Change Management consulting
company Prasena (www.prasena.com), his company got in 2004 the
Purple Cow award of companies who "make a difference" from the FAST
company.
Mr. Ritzel has been working for Accor Asia Pacific as a consultant to the
group in the innovative usage of technologies for all their Asia Rim
Mr. Ritzel is a specialist in Creativity, eLearning, Management of Change,
Learning Organizations and Knowledge management . His own teaching
site is at http://www.dct.ch/ict/dct.htm.
Mr. Ritzel is Switzerland chapter President of the Digital Workforce
Education Society (www.digibridge.org).
Mr. Ritzel has been speaker (in real as well as virtual) at many international
conferences, some of his best presentations can be seen at Prasena's
Virtual_U (http://www.prasena.com/public/virtual_u.html).
Google "Lukas Ritzel" for more digital footprints.
Online CV available at http://www.prasena.com/public/cvlor.htm

Competencies in HR
How to use the talent of your
workforce

.. And who is going?

Silent Generation (born 1930-1945)
Born with the military technologies that were to lead to
analog, digital and virtual technologies

Baby-Boom Generation (born 1945-1960)

Born with the analog and astronautic technologies

Generation X (born 1960-1975)

Born among analog technologies (telephone, TV), witnessed
and participated in the development of digital technologies

Generation Y (born 1975-1990)

Born with the first generation of digital technologies,
witnessed and participated in the development of
networked technologies

and soon, Generation e (born 1990-2005)

Born in the midst of new technologies

Efficient competencies
management

Competencies Management
INVENTORY

UTILIZATION

Structure

Objectives

Responsibilities

Performance

Competencies
Costs

Costs
CONTROL
Value

Costs

Return on Investments

Costs
People Acquisition

Restructuring

People Development

Divestments

DEVELOPMENT

The single most

important
resources
management
challenge in our
knowledgebased, internet
driven economy

Efficient HR management is about optimizing the inventory of

resources. Such efficient HR management should allow to answer
the question: What are people capable of, and how does it help the
organization?.
The competencies that are important for the organizations
corporate culture, current and future competitiveness must be
identified, the extent to which each employee has demonstrated
these competencies must be evaluated and compared with the
requirements of current and potential positions.

Questions that HRM should be

able to answer traditional HR
cannot!
- What positions do we have
in the organization chart, and for what
purpose?
-

How do these positions relate to each other and what is their

relative importance?
What is each individual employee capable of, and how does it help
the organization?
What are the standing costs of the organization chart?
How do we optimally share business objectives among all
individual employees?
How do we measure corporate and individual business
performance?
What are the utilization costs of the employees?
When and how should we restructure the organization over time?
Who should we recruit to fulfill tomorrows needs, and how?
How should we develop each of our individual employees over
time?
What resources should we eliminate over time, and how?
What are the development costs of our employees?
How do we calculate and monitor total personnel costs at
individual and organization levels?
How do we measure and monitor the value generated by our
employees?
How do we evaluate return on our human investments?

Competency
Dictionary

Develop a Dictionary of Competencies that contains

all the behavioral, functional and technical
competencies required for the organization to
maintain its unique corporate culture and its
competitiveness over time

Step 2

Position
Requirements

For each position, develop a Position Profile showing

the competencies that apply to the position, their
level of importance for the organization, and the level
required in each competency to be operational in the
position

Step 3

Competency
Evaluation

Evaluate each employee against all the

competencies contained in the dictionary through a
360 degree approach for greater objectivity

Step 4

Step 1

Process Steps

Compare one or several Person Profiles with one or

several Position Profiles, analyze gaps and identify
measures to take in terms of transfer, training,
development, promotion, succession, etc.

Gap
Analysis

Competency Dictionary

Step 1

Competency
Dictionary

Objectives

Identify and define all

the behavioral,
functional and
technical
competencies
required for the
organization to
maintain its unique
corporate culture and
its competitiveness
over time

Processes

Through working session with

corporate leadership
Identify the main competencies
that are required for the
organization to remain unique
and competitive
Classify these competencies in
relevant clusters
Define each competency, and
develop a five-level evaluation
scale to facilitate evaluations
Produce the Dictionary

Sample of Competency
Dictionary

Sample of Scale

Position Requirements

Step 2

Position
Requirements

Objectives

Identify the nature,

importance and level
of behavioral,
functional and
technical
competencies
required for a person
to be operational in a
position

Processes

Through working sessions with

middle management
committees and HR team
Identify and list down the
existing or expected positions,
and analyze Position
Descriptions
For each position, select from
the Competency Dictionary the
competencies that are required
for the position
For each selected competency,
determine the level of
importance and the level of
competency
Produce Position Profiles

Sample of Position Profile

Competency Evaluation

Step 3

Competency
Evaluation

Objectives
Produce individual
Person Profiles
showing the level of
competency
demonstrated by the
person for all the
competencies
included in the
Dictionary

Processes

Through 360 degrees process,

with optimally 5 evaluators
each completing an evaluation
questionnaire
Produce an Evaluation
Questionnaire from the
Competency Dictionary
Determine evaluation rules,
including number and nature of
evaluators, and method of
selection of these evaluators
Invite all evaluators to
complete the questionnaire
Consolidate evaluations et
produce Person Profiles

Sample of Person Evaluation

Questionnaire

Competency Evaluation
Approach
A 360 approach is chosen to ensure as much objectivity as possible
Organization
360 means that
the viewpoint of
people all around
the person
(above, below,
sideways) as well
as the persons
own are
considered

External Peer
(Supplier)

Supervisors
Supervisor

Dotted Line
Reporting

Peer

Subordinate

Dotted Line
Reporting

Direct
Supervisor

Peer

Subordinate

Peer

Subordinate

Peer

Subordinate

External Peer
(Client)

Sample of Person Profile

Gap Analysis

Step 4

Gap
Analysis

Objectives

Understand
competency gaps
between people and
positions so as to take
measures aiming at
ensuring optimal
knowledge utilization
and optimal employee
contributions to
organization
performance over
time

Processes

Through analysis work on

Position Profiles and Person
Profiles databases
Select one or several persons,
and one or several positions,
and compare the profiles
Identify and analyze overall
and individual gaps, determine
measures to take in terms of
transfer, training,
development, promotion,
succession, recruitment,
outsourcing, knowledge
management, etc.

Sample of Gap Analysis

Organization-Wide Gap
Analysis

Systems Applications
At Individual Level

Succession Planning
Recruitment
Career Management
Promotion Planning
Person Development
Performance Problem Solving

At Organization Level

Corporate Culture
Corporate Strengths
Restructuring
Training Policies
Knowledge Sharing
Human Capital Development

Benefits
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

Successful and well integrated corporate culture

The right person in the right position
Sustainable employment of valuable individuals
Zero-defect recruitment
Prompt performance problem solving
Careers aligned with organizations needs and persons aspirations
Return on training investments
Full employment at all times (no undue vacancies)
Well prepared restructuring exercises (no undue lay-offs)
Competitiveness through human capital development

Sample of Candidate Selection

Process

Sample of Promotion Planning

Process

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