FAQ

1. What does DEVELOP stand for?

DEVELOP stands for Developing Careers through Social Networks and Transversal Competencies. The project aims at providing support for employees in planning their career paths and learning interventions to reach their career goals.

2. How does DEVELOP support career development?

In order to discover learning opportunities for career evolution, DEVELOP will create a personalised learning environment helping employees to assess their transversal competencies and social capital, creating personalized visualisations of potential career paths, and suggesting suitable learning measures to reach personal career goals.

3. How does DEVELOP support employee internal mobility?

The focus on transversal competencies such as leadership and collaboration, will enable DEVELOP to highlight competencies that apply across different jobs and facilitate internal mobility within a company. Furthermore, the competency management approach applied in DEVELOP will support harmonization of company’s strategy and aims, with the employees’ career development plans.

4. How does DEVELOP unite company’s strategy and employees’ career development plans?

DEVELOP follows the approach of combining company’s mission and vision, represented in the corporate and human resources strategies, with the individual career goals of each employee. The interface between these two parties are the competency management and training interventions applied in each career level and job group. The DEVELOP approach allows definition of competencies needed by the company to reach its strategic goals as well as competencies needed by the employee to reach her career goals, assessment of current employee’s competencies and social capital, and elaboration of a personal development plan to reach mutual aims.

5. What’s the difference between talent management and competency management?

Talent Management includes all HR-related activities (attracting, hiring, training, developing, and managing employees) to hold and to ensure critical positions and functions in the organization, and to maximize organizational performance. Competency Management is a part of Talent Management supporting the integration of HR planning with business planning by allowing organizations to assess the current HR capacity based on their competencies against the capacity needed to achieve the vision, mission and business goals of the organization.

6. What’s the difference between competence and competency?

Competence is the ability of a person to perform effectively and efficiently upon the events in a situation. Competence is an underlying characteristic that cannot be measured directly, for example, actions or performance. Competency is a verifiable aspect or component of competence, such as a skill, a scope of knowledge, an observable attitude, or a measurable attitude. Unlike competence, which is specific to an individual or group, a competency can be defined more or less independently. (Source: PROLIX project, Deliverable D3.1 Competency Management).

7. What are transversal competencies?

Transversal competencies are defined as competencies that apply across jobs and occupations, and can be acquired through formal and informal learning as well as through work and non-work activities. Transversal competencies are, for instance, collaboration, leadership, mentoring, creativity, information sharing, and negotiating.

8. What is social capital?

Social capital is the stock of active connections between people that builds trust, mutual understanding, and shared values binding the members of human networks and communities and making cooperative action possible. (Source: Cohen, D., and Laurence P.: Good company: How social capital makes organizations work. In: Harvard Business Press, 2001).