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Use of Competency Management Methods and Tools in Project-based Organizations

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Listed:
  • Kaouthar Mlaouhi

    (G-SCOP_SIREP - Système d’Information, conception RobustE des Produits - G-SCOP - Laboratoire des sciences pour la conception, l'optimisation et la production - CNRS - Centre National de la Recherche Scientifique - UGA - Université Grenoble Alpes - Grenoble INP - Institut polytechnique de Grenoble - Grenoble Institute of Technology - UGA - Université Grenoble Alpes)

  • Lilia Gzara

    (DISP - Décision et Information pour les Systèmes de Production - UL2 - Université Lumière - Lyon 2 - UCBL - Université Claude Bernard Lyon 1 - Université de Lyon - INSA Lyon - Institut National des Sciences Appliquées de Lyon - Université de Lyon - INSA - Institut National des Sciences Appliquées)

  • Céline Cholez

    (PACTE - Pacte, Laboratoire de sciences sociales - CNRS - Centre National de la Recherche Scientifique - UGA - Université Grenoble Alpes - IEPG - Sciences Po Grenoble - Institut d'études politiques de Grenoble - UGA - Université Grenoble Alpes)

Abstract

Competency management has traditionally been the responsibility of human resources (HR) management particularly to evaluate employees and manage their careers. With the compression of time to market for new products, the increased need for agility in the face of hazards and the increase in turnover, competency management is becoming a fundamental element in project management. On the one hand, it enables managing individual competencies with the aim of assigning the most appropriate people to a project's missions, along with the consideration of collective competencies in order to improve performance. On the other hand, it guarantees the evolution of human capital as well as the transfer of skills in case of turnover. The objective of this work is to study the use of competency management methods and tools in project management. In addition to reviewing the literature, semi-directive interviews were conducted with a number of practitioners working in companies organized by projects. These interviews were analysed using a qualitative method in order to understand how companies manage employees' competencies in projects. The results of this study showed that competency management remains largely the responsibility of the HR department and that tools used for this purpose are not mobilized in projects.

Suggested Citation

  • Kaouthar Mlaouhi & Lilia Gzara & Céline Cholez, 2021. "Use of Competency Management Methods and Tools in Project-based Organizations," Post-Print hal-03842413, HAL.
    • Handle: RePEc:hal:journl:hal-03842413
    Note: View the original document on HAL open archive server: https://hal.science/hal-03842413
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    References listed on IDEAS

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    1. Christophe Midler, 1995. "Projectification of the Firm : the Renault Case," Post-Print hal-00262524, HAL.
    2. Midler, Christophe, 1995. ""Projectification" of the firm: The renault case," Scandinavian Journal of Management, Elsevier, vol. 11(4), pages 363-375, December.
    3. Guillaume, Romain & Houé, Raymond & Grabot, Bernard, 2014. "Robust competence assessment for job assignment," European Journal of Operational Research, Elsevier, vol. 238(2), pages 630-644.
    4. Florence Charue-Duboc & Christophe Midler, 2001. "Développer les projets et les compétences - Le défi des hiérarchiques dans les métiers de conception," Post-Print hal-00278114, HAL.
    Full references (including those not matched with items on IDEAS)

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    Keywords

    Competencies management; Project-based organizations; Exploratory study; Semi-structured interviews;
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