Paper Topic:

Human Resource

HUMAN RESOURCE MANAGEMENT : SKILLS GAPPING

Introduction

Fillis et al (2004 ) suggest that some of the barriers of incorporating new systems within contemporary organizations are grounded in a skills gap framework (for instance , in adequate development of appropriate skills , investment in staff training and poor knowledge of the new system 's processes . It is also argued that whether the adoption is driven by business demand or technology push , the human resources manager needs to be personally ready before moving to the next stage and that the process involves learning and new knowledge

(Gary , 2003 Abundant evidence from literature suggests that skills gap is and will continue to be a significant impediment to the uptake of new technology and systems , and will increasingly disadvantage the competitiveness of business enterprises . Thus , the skills gapping process needs to be understood thoroughly in for firms to address the concern effectively and efficiently

Skills gap is the mismatch between the existing workforce skills supply and the skill demands in the new workplace . This can often be caused by lack of understanding of the needs of the organization . Training and development can be dysfunctional if there is a minimum of integration between the achievement of qualifications and the organization 's need for qualifications to fit current work activities . It can lead to a waste of organizational resources in terms of time and money as well as demotivating individual employees . Skills gapping is the method used to fit training to the specific needs of the individual employee . The process of skills gapping is discussed in the next section

The Skills Gapping Process

The skills gapping process includes the determination of training needs , collecting and analyzing jobs , designing training programs establishing training programs , and determining program content . It is important to first determine precisely what training needs exist currently and to project future training requirements . There are three levels of analysis for determining the needs that training can fulfill organization , job , and employee performance analysis . Organizational analysis focuses on identifying where within the organization training is needed and begins with an examination of the short- and long-term objectives of the organization and the trends likely to affect these objectives . Job analysis , on the other hand , represents a fundamental starting point for training as well as for other human resource management activities . Organizations can use it to specify both the training an employee requires for effective performance and the type of training current employees may need to become promotable (Howkins and Thornton , 2002

Moreover , it helps determine whether a new employee needs additional training in certain areas . Training programs must then be constructed with a keen eye to what should be taught and its purpose in meeting organizational needs . Great importance is accorded to the collection of data from jobs , as it is the source of valid and reliable job data Lastly , employee performance analysis determines how well each employee is performing the tasks that make up his or her job . It can be accomplished in two different ways...

3 pages

38.0 KB

Free sing-up