Comprehensive personnel development begins before employees join the company and ends only after they leave it. During this period, requirements profiles form the basis for personnel development. They are the goals of the company, expressed as requirements broken down to the level of qualifications and personal competencies of employees. Based upon the requirements profile, an employee goes through four broadly defined development areas: recruitment and integration, education and training, evaluation and compensation, and development and cultivation.
Recruitment and Integration
The requirements profile is the basis for the recruitment and selection of new employees. It also serves as the orientation point for efforts directed toward personnel marketing so that recruitment strategies can be aimed at the relevant applicant market from the very beginning. The requirements profile is also the orientation point for interviews with applicants and for the selection process.
SAP E-Recruiting enables simple self-registration on a company’s Web site for online applications. The component automatically compares an applicant’s profile with the job requirements and then suggests appropriate candidates to the recruiter. This approach reduces the administrative effort involved in the application process considerably. It also creates an applicant pool that is kept up to date so recruiters can reach applicants during later recruiting efforts. HR personnel can also use an applicant’s profile to determine the personnel events for development to integrate a new hire into the company efficiently.
Education and Training
An individual employee profile captures the information needed to develop an employee:
- Qualifications (individual level of the employee)
- Potential (to fill specific positions, for example)
- Interests (in tasks and positions)
- Dislikes (of positions and tasks)
- Development plans
By comparing the profile that lists an employee’s qualifications with the requirements profile for a position, you can determine the required personnel actions for development. In this process, mySAP HR helps management cultivate employees in line with their own interests and the interests of the company.
If the profile comparison displays deficits in qualifications, the solution works with the event management capability of mySAP HR to generate proposed training courses automatically. In addition to traditional on-site training, SAP Learning Solution can include various approaches to training, including entire curricula that involve Web-based training. An employee can select a proposed training course in the system. Workflow then requests approval from management and the course can be booked. However, the software solution does not exclude personal conversation and a final decision on whether or not the training is appropriate for the employee’s ongoing development.
Development plans can be mapped in a standard form (for trainees or as part of a management training program, for example) or individually in mySAP HR. The plans help companies schedule mid- or long-term personnel actions and might also contain the assignments to be passed through in the company. The SAP solution also stores each development status, which managers can follow and evaluate based upon meetings with employees. The development plans show employees perspectives in the company, indicate the path to the goal, and thus contribute to employee retention.
Evaluation and Compensation
The company’s strategic direction is the starting point for all consideration of personnel development. For this premise to become reality, it is important to convert the strategic direction into individual goals and use personnel development to enable employees to reach the goals. A balanced scorecard (BSC) serves as the tool to communicate strategic goals, to break down the goals, and to determine key figures to measure the defined goals. This approach forms the basis for effective performance management.
During meetings with employees, the goals derived from the BSC are agreed upon and evaluated to determine if previously set goals have been met. SAP Strategic Enterprise Management (SAP SEM) can produce individual scorecards from company goals. The goals listed on an individual BSC can automatically be transferred to the personnel development component as evaluation criteria.
The goals serve as the basis for performance evaluation that examines the behavior and performance of an employee. With the evaluation component, mySAP HR supports management and the HR department in controlling, monitoring, and analyzing the evaluation process. The results of the evaluation can be used to propose variable compensation packages.
Development and Cultivation
The goal of career planning is to cultivate the professional development of employees. The display of development opportunities should reduce fluctuations among qualified employees. Career planning enhances individual development planning and gives it a goal. The process should consider not only traditional management careers, but also expert and project careers. mySAP HR supports the process by displaying the mid- and long-term sequence of jobs and positions for an employee.
For example, if an analysis of potentials shows clear suitability for a management career, existing requirements profiles for management positions are used to determine the personnel events to enhance professional, methodological, and, above all, social competencies. Strengths must be cultivated; assignments and personnel events for qualifications must be included in the structure of a development plan. Career planning provides the context in which development goals can be reached.
In the context of personnel development, succession planning ensures the qualitative and quantitative personnel needs for key positions. It simplifies grooming employees for specific positions and preparing the employees as successors. mySAP HR supports the identification of potential successors, based upon requirements profiles and qualification profiles. Pools of successors can be created for management and specialist positions.
Defining concrete, transparent processes and criteria for choosing successors is especially important. However, many organizations still need to attend to this area.