Chat with us, powered by LiveChat

Competence Managers:
Are you needed? Written by Competence 4.0 on August 31, 2018

Industry experts and analysts agree that the rapidly transforming manufacturing landscape fuelled by industrial and technological innovation requires significant changes in workforce management, planning and training.  Competencies in knowledge based-economies are the new hot currency and a key non-material resource that heavily impacts the long-term sustainability of manufacturing companies.

According to Copperberg’s research, very few companies across the EU have a ready-to-use strategy enabling them to engage their team in a skilful use of new technologies, such as the Internet of Things, in order to create a competitive advantage.

Through our research, we found that an even smaller number of manufacturing companies have Competence Managers or Directors. These executives are traditionally in charge of making the assessment and inventory of the in-house workforce capabilities. Some companies have established specialty academies sharing similarities with traditional academic institutions where in-house experts train and re-skill existing and future employees.

Other manufacturing companies rely on ghosting or on-the-job training to transfer expertise and know-how from seasoned workforce to millennials and generation Z. In other cases, freshly retired professionals are rehired or kept at arms’ length to run seminars where their lifelong experience is shared with entry level starters or mid-levels managers.

On the other hand, e-learning, device management training and other educational methods are used to get mature workers familiar with new technologies.

That said, the crux of competency management is not only about training or assessing employees’ performance. From a holistic point of view, a Competence Manager or a competency management section within an HR department is in charge of:

– Aligning competence development with company’s business objectives and goals
– Driving experience building opportunities
– Integrating all talent management processes
– Improving organizational efficiency
– Empowering employer brand by committing to predefined competence development

The Editorial Desk @ Competence 4.0 wants to know if this resonates with you? Can you tell us if competency management is built-in within your HR function or is a separate function? Do you think, competence management must become a priority goal to help boost productivity, performance and achievement?


  • Read more about the importance of competency management in manufacturing here

  • Join our Competence Management Professional Board on LinkedIn here
  • Apply to get a complimentary ticket for the upcoming Competence 4.0 Congress in Stockholm from November 26-27, 2018