8 17/2023 Management Text & Bilder TÜV Rheinland Am Grauen Stein 51105 Köln An essential backbone of manufacturing medium-sized companies are production employees who are confident in the applications and have the corresponding experience. These employees are key to the company‘s ability to innovate and compete. In order to keep pace with the many changes and transformation processes in the competitive environment and to fully exploit the company‘s innovative capacity, it is important to promote and permanently develop the competencies of production employees. This can be implemented in a focused manner with strategic competence management. New challenges - new competence requirements Major upheavals are taking place in the world of work - many jobs in production are becoming increasingly technologized and influenced by AI. New production processes and technologies are being added and organizational structures are changing. As a result, more technical skills are required of employees today than in the past. Even more highly qualified personnel are needed in the manufacturing sector. Robotics, digitalization, AI: processes in industry are becoming more complex, people, machines and processes are increasingly digitally networked, and other skills are needed today and in the future to produce with these systems and ensure stable processes. In addition to an increasing number of regular mandatory trainings regarding processes, occupational health and safety or new guidelines, such as data protection, new skills in the use of digital tools, software and data analysis are important. The success of the company also depends on how the skills of the employees develop with the new challenges. Through further training and qualification, employees can be specifically developed from one job to another for the new competence requirements and adapt to the changes in the working world through re-skilling and upskilling. But which new competencies in which positions are specifically needed in one‘s own company today and in the future? Professional competence management identifies the strengths of employees and promotes them in a targeted manner. Strategic competence management in production is about developing the competencies of employees in such a way that they are enabled to apply their skills and knowledge to their tasks in the work environment in a way that is appropriate to the situation and to solve problems. Re- and upskilling of industrial employees Certain industries, such as mechanical engineering or the automotive sector, are particularly affected by the transformation. In order to ensure long-term competitiveness, the first step is to define what skills requirements and needs the company has - today and in the future. The next step is to check which competencies the employees have, where there are gaps or where gaps could arise. The competence profiles are derived from the employees‘ current tasks and from the forecast changes in their areas of activity and responsibility. For example, if an automotive manufacturer converts its production from internal combustion vehicles to electric cars, this will require new competence profiles from production employees, such as knowledge of battery systems, electric drives and control electronics, or they will need to understand the different types of batteries, as well as their charging and discharging behavior, and know about safety aspects and maintenance requirements. In this example, these are just a few of the many competency requirements that must be considered in competency management. Challenges in competence management In production, training employees and implementing competence management is a particular challenge because the necessary infrastructure is often lacking. Shaping the future, boosting performance: competence management in production
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