Page 104 - Company Excellence

Part II: Chapter 3 ‐ The Competence

and implement them themselves have not had good experiences.
A competence model includes both the general requirements of the
company for its managers and employees and the specific
requirements for individual departments. In this way, it is possible to
map very well which - also future - target competencies are necessary
so that departments, teams as well as managers and employees can
fulfill their respective tasks optimally and make an excellent
contribution to achieving the company's goals. For this reason, the
companies with which SCHEELEN® AG cooperates prefer to first clarify the
fundamental orientation of the company: Where does the company
want to go, what is its vision, what is its mission? And what are the
fundamental goals of the company? All these points should fit together
and be aligned with each other - and that brings us to the topic of
"matching". My experience in this context is:

Competence-oriented corporate and personnel
development with the help of a competence match is
possible above all is possible when the decision-makers in
the company are clear about the company's company's
vision and their fundamental goals are clear.

This is because the values are derived from this, which in turn
determine the path and the way in which goals are achieved and
how managers and employees should behave in specific situations.
The chain from the vision to the competent employee has further
links: From the vision, the mission and the values relevant to the
company, the corporate principles and the corporate strategy can be
derived - and from them

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