The large medium-sized company, a leader in its field, had approached personnel development rather selectively and unsystematically. This resulted in very different levels of professionalism among the employees - across all departments. The interim HR developer's task was to develop the employees in all departments to a high level so that they all achieve the same high quality of work and reliably offer customers a permanently high standard of quality.
Another objective was to keep the current administrative workload low and also to minimize the need for future adjustments. Therefore, it was not possible to consider each individual job as the smallest unit for defining the qualification requirements. This also applied to the derivation of the resulting existing need for further training. The interim HR developer therefore chose the description of function groups as a summary of several similar positions as the basis for his concept.
Tasks and the resulting requirements were described at the function group level. After a target/actual comparison, the HR team determined for each employee which requirements he or she currently fulfilled with their previous training and development. This also revealed which further training measures still needed to be carried out.
The results were linked to the event management in SAP. This resulted in a medium-term plan of measures in terms of content and timing as a basis for the personnel development of each individual employee in the company.
Reliable planning of personnel development as a result
The HR-Interim mandate created a binding HR planning basis for all employees that could be implemented in a future-proof manner with relatively little administrative effort. The company achieved a permanently high standard of quality thanks to consistently and very well-qualified employees.
It later transpired that the maintenance of this tool, i.e. the integration of changed requirements and measures, as well as new employees, was also relatively easy to handle. Changes in tasks, tools used, new methods, etc. systematically led to reviews of training requirements and budgets.
The HR development system that was introduced was also a great help in describing new positions and their qualification requirements and in the search for qualified new staff.
In addition, the strategically oriented, systematic and pragmatic HR development system had a positive effect on employees and applicants, promoting the company - an important step towards employer branding.
