In technical environments, jobs can change rapidly. While tomorrow’s jobs are sometimes unknown, tomorrow’s skills are easier to identify. It may be worthwhile to think about how to develop your staff towards the skills of tomorrow. This improves the organization’s ability to cope with change, whether desired or forced.
Evolving professions: Succession management and development plans
- Sector: Energy production and distribution
- Region: Ivory Coast
- Mission: Deploy a skills mapping methodology and tool to align the 700 employees with changes in their jobs and identify the succession of future retirees.
- Implementation: 4 weeks for complete mapping and employee development plans. Upstream work of 12 weeks to draw up the job descriptions.
- Key benefits: Complete employee mapping with validation of skills declared by direct managers, enabling clear and precise identification of gaps and development needs in the short, medium and long term (up to 5 years).
The challenge
The company, active in the production and distribution of energy, is seeing its professions evolve. It must not only prepare the next generation of employees, but also integrate and develop new skills to keep pace with changes in production and distribution methods, legislation and the expectations of employees and customers. The context in which the company operates is dynamic, and its forward-looking management of jobs and skills (GPEC) must be just as dynamic. Our Skillspot methodology and tool were identified as being best suited to the complexity of the customer’s environment (numerous professions, several sites, need to move quickly and to have an evolving and specialized tool).
The result
The first stages in the construction of the skills repository (common language base) were carried out over a 12-week period with the collaboration of Service and Department Managers. This work made it possible to sensitize and train managers in the dynamic GPEC approach. Each Service and Department Manager was thus able to simply define his or her key positions in terms of expected skills and behaviors. Once this preliminary work had been carried out, it took just a few days to map the skills of the 700 employees, produce personal development plans and interview guides for managers.
The whole project took less than four months. Dynamic skills management is now used by managers to carry out assessments, propose development paths, manage succession, and produce dynamic CVs and job descriptions.
