Use of Competency Management Methods and Tools in Project-based Organizations

Kaouthar Mlaouhi (), Lilia Gzara () and Céline Cholez ()
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Kaouthar Mlaouhi: G-SCOP_SIREP - Système d’Information, conception RobustE des Produits - G-SCOP - Laboratoire des sciences pour la conception, l'optimisation et la production - CNRS - Centre National de la Recherche Scientifique - UGA - Université Grenoble Alpes - Grenoble INP - Institut polytechnique de Grenoble - Grenoble Institute of Technology - UGA - Université Grenoble Alpes
Lilia Gzara: DISP - Décision et Information pour les Systèmes de Production - UL2 - Université Lumière - Lyon 2 - UCBL - Université Claude Bernard Lyon 1 - Université de Lyon - INSA Lyon - Institut National des Sciences Appliquées de Lyon - Université de Lyon - INSA - Institut National des Sciences Appliquées
Céline Cholez: PACTE - Pacte, Laboratoire de sciences sociales - CNRS - Centre National de la Recherche Scientifique - UGA - Université Grenoble Alpes - IEPG - Sciences Po Grenoble-UGA - Institut d'études politiques de Grenoble - UGA - Université Grenoble Alpes

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Abstract: Competency management has traditionally been the responsibility of human resources (HR) management particularly to evaluate employees and manage their careers. With the compression of time to market for new products, the increased need for agility in the face of hazards and the increase in turnover, competency management is becoming a fundamental element in project management. On the one hand, it enables managing individual competencies with the aim of assigning the most appropriate people to a project's missions, along with the consideration of collective competencies in order to improve performance. On the other hand, it guarantees the evolution of human capital as well as the transfer of skills in case of turnover. The objective of this work is to study the use of competency management methods and tools in project management. In addition to reviewing the literature, semi-directive interviews were conducted with a number of practitioners working in companies organized by projects. These interviews were analysed using a qualitative method in order to understand how companies manage employees' competencies in projects. The results of this study showed that competency management remains largely the responsibility of the HR department and that tools used for this purpose are not mobilized in projects.

Keywords: Competencies management; Project-based organizations; Exploratory study; Semi-structured interviews (search for similar items in EconPapers)
Date: 2021
New Economics Papers: this item is included in nep-ppm
Note: View the original document on HAL open archive server: https://hal.science/hal-03842413v1
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Published in CIGI-Qualita21 : Conférence Internationale Génie Industriel QUALITA, 2021, Grenoble, France

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