HUPO Mapper

A company produces the products and services that the client ultimately pays for by professional competence

A company’s most important resource is the competence of its personnel. Usually there is no reliable and comprehensible information about a company’s competence resources. The development of competence is often ad hoc and random.

With the help of the HUPO Mapper method a company’s strategically relevant competence resources can be measured and defined accurately. After this, the development procedures can be designed rationally.

A foundation for development

HUPO Mapper is based on a solid theoretical foundation and many years of experience in competence management. This method enables us to define the company’s strategically important competence, to map out skilled persons and to analyse the company’s situation from a competence point of view. Based on this, the action plans for the development of competence are drawn up.

A business viewpoint

At the beginning of HUPO Mapper project the company’s business is defined from a competence point of view. The examination level is chosen so that the competence management is relevant from the individuals’ and groups’ as well as the organisation’s point of view. As a result, a competence map is compiled, which describes all the company’s key competence areas. 

The company’s competence map can be used in compiling competence maps for production units, teams and projects. Based on these it is possible to go onto calculating competence indexes for a Balanced Score Card system for example.

Accurate picture of a company’s competence

With the help of the method we are able to achieve an accurate picture of a company’s competence resources and their location as well as e.g. a prediction of the impact of personnel retirement programme. On top of this, a broad understanding of the immediate focus points in developing competence and the personnel’s training needs is achieved.

Efficiency and savings

The project will result in being able to compile an exact development plan according to the most urgent competence needs, that foremost utilises the company’s own skilled workforce. In this way it is possible to design and implement a fast-acting training using the company’s own resources.

At the end of the project an analysis about the long run competence needs is carried out. In this way it is possible to build a competence strategy that meets both long run and short run competence needs. Utilising competence resources to their fullest potential produces significant savings through the more accurate focusing of development procedures and recruitment.