Emerald Article: Empowerment, using skills and competence management Gijs Houtzagers
To cite this document: Gijs Houtzagers, (1999),"Empowerment, using skills and competence management", Participation and Empowerment: An International Journal, Vol. 7 Iss: 2 pp. 27 - 32 Permanent link to this document: http://dx.doi.org/10.1108/14634449910271429 Downloaded on: 20-10-2012 Citations: This document has been cited by 6 other documents To copy this document: firstname.lastname@example.org
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Cheryl King Duvall, (1999),"Developing individual freedom to act: Empowerment in the knowledge organization", Participation and Empowerment: An International Journal, Vol. 7 Iss: 8 pp. 204 - 212 http://dx.doi.org/10.1108/14634449910303603 Peter Wyer, Jane Mason, (1999),"Empowerment in small businesses", Participation and Empowerment: An International Journal, Vol. 7 Iss: 7 pp. 180 - 193 http://dx.doi.org/10.1108/14634449910298169 John O. Burdett, (1999),"Leadership in change and the wisdom of a gentleman", Participation and Empowerment: An International Journal, Vol. 7 Iss: 1 pp. 5 - 14 http://dx.doi.org/10.1108/14634449910262474
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Empowerment, using skills and competence management
Ward Cambell International, Helmond, The Netherlands
Keywords Competences, Empowerment, Organizational development, Skills Abstract Nowadays in order to contribute to the competitive strength of the organization empowerment is seen as a useful tool. But the organization must know what it wants to empower. Therefore it must be able to map the desired skills and competence levels for the workforce and to compare these with the actual situation. This article gives an overview of how to set up skills and competence management.
Empowerment, using skills
Introduction Organizations are investigating in depth how to implement various techniques to create a setting for the empowerment of the workforce in order to increase competitive advantage, innovation, and effectiveness. Various factors are to be considered for an implementation to be successful like structure, strategy, environment, technology, and culture. But, most of all, an organization must first analyze its business processes as a result of the organization’s objectives and decompose these processes into business tasks that are of primary concern for the organization’s core activities. Why is this? Every organization has a pool of knowledge from past experiences, individual know-how and work processes. If an organization wants to create an empowerment structure it must be able to set up an architecture that facilitates its knowledge concerning the skills and competences of its workforce. The organization must know what it wants to empower. On the other hand employees must know what skills and competency...