Employee Competencies For Business Process Management
Employee Competenciesfor Business Process ManagementStefan Eicker, Jessica Kochbeck, and Peter M. SchulerUniversity of Duisburg-EssenFaculty of Economics: Chair of Business Informatics and Software EngineeringUniversitätsstraße 9, 45141 Essen, er}@icb.uni-due.deAbstract. Business process management (BPM) is an approach whichempowers companies to react flexibly to new market situations. The main goalof BPM is to improve efficiency and effectiveness of value-adding businessprocesses. The changes caused by globalization do not only concern organization, technologies and processes, but also people. Employee competenciescan be crucial competitive advantages.The need for new specialized and competent personnel in BPM becomesapparent from the definition of new roles, such as “Chief Process Officer”(CPO). Field reports and surveys reveal that role concepts of BPM have so farnot been completely established, due to a lack of appropriate structures or dueto resistance within the companies.This article considers and analyzes the success factor employee competenciesin matters of the implementation of BPM in companies. For this purpose,competencies which are necessary for the roles in BPM are identified. Moreover,a classification method for the definition of role profiles is developed.Keywords: Business Process Management, Measurement, Inter-OrganizationalProcesses, Human Factors.1 IntroductionNowadays companies are facing an increasing stress of competition. They have tocope with shorter product lifecycles, rising customer demands, quicker technologicaldevelopments and higher cost pressure. Classical production factors such as labor andcapital are losing some of their significance. In order to create strategic competitiveadvantages, companies have to concentrate on their core competencies, which aresignificantly influenced by the skills and the knowledge of their employees.To remain competitive despite the consequences of globalization, companies haveto consider change as a continuous challenge. Besides organization, technologies andprocesses, the changes also affect the employees of the company.One chance for companies to react flexibly to new situations is the targetedmanagement of business processes. The main goal of business process management isto increase efficiency and effectiveness of companies by improving business processesW. Abramowicz and D. Fensel (Eds.): BIS 2008, LNBIP 7, pp. 251–262, 2008. Springer-Verlag Berlin Heidelberg 2008
252S. Eicker, J. Kochbeck, and P.M. Schulerand thus to increase the company value. The implementation of business processmanagement is accompanied by a changeover to process-orientation, leading tomodifications in the organizational and operational structure of a company. New rolesand responsibilities have to be defined. The operational structure is affected throughchanges in management and operation as new roles and responsibilities implicate newmanagerial authorities [1]. For the employees, change implies continuous learning inorder to tackle new challenges and tasks. The focus of this article is on the successfactor employee competencies because these empower companies to achievecompetitive advantages.Process-orientation is meanwhile widespread and of high importance. Neverthelessnumerous companies did not name a designated executive officer for the managementof business processes [2].This article targets to answer the following questions which are derived from theabove-mentioned aspects: Which competencies are necessary to meet the demands of the new roles inbusiness process management?How can suited employees be identified?In chapter 2 the different roles in business process management are described. Inthe following, the developed classification method for the definition of the levels ofcompetencies will be introduced (chapter 3). Afterwards, the particular competenciesare defined (chapter 4). In chapter 5 the competence framework developed forbusiness process management including the competencies derived will be outlined.By means of this framework, the job specifications and occupational aptitude of theemployees can be recorded and compared.2 Roles in Business Process ManagementIn the following the classification of roles according to SCHMELZER AND SESSELMANNwill be introduced. These authors define six roles in business process management1. Atthe implementation stage of BPM, the task of the business process management projectleader (BPM project leader) is the most responsible one. He may be supported by aprocess consultant. While the business process is executed, the process owners havethe most important task because they are responsible for a whole process or for asubprocess. Other roles are the process coordinator, the process controller and theprocess staff [8]. Their responsibilities are shown in Table 1. The overall responsibilityis taken by the top management. However, the management has no direct control overthe process staff because they are reporting to the process owner [6].The project leader and the process consultant are deployed mainly at theimplementation phase of business process management. The people in the roles of theprocess coordinator, the process owner, the process controller and the process staffare responsible for the operation of the business process management [8].1Further examples for role definitions can be found in [3], [4], [5], [6], [7].
Employee Competencies for Business Process Management253Table 1. Roles in business process management2BPM roleResponsibilitiesProject leaderResponsible for the implementation of business processmanagementProcess consultantConceptual and methodical assistance during theimplementation phaseProcess coordinatorResponsible for the advancement and the integration ofthe whole BPM systemProcess ownerResponsible for target achievement and improvement ofbusiness (sub)processesProcess controllerResponsible for operation and enhancement of processcontrollingProcess staffResponsible for the operation of process steps andactivitiesFig. 1 shows the roles in business process management and their connections.Project leader and process consultant are coloured brighter because their functionsare only important in some phases of the business process management circle. Thedashed arrows represent the one-time appointment of the roles at the implementationphase of business process management. The solid arrows indicate the connection ofthe roles that are involved in the operation of business process management.Process coordinatorManagementappointscoachesProject leadersupportsProcessconsultantleadsProcess ownerProcess ess ownersupportsProcess fFig. 1. Relations between BPM rolesIn order to fill the various roles in business process management in the bestpossible way, in a first step a requirements analysis has to be made, i.e. it has to bedefined which competencies are necessary for the fulfilment of the tasks. There aredifferent kinds and levels of competencies required for business process management.2According to [8].
254S. Eicker, J. Kochbeck, and P.M. SchulerThese have been identified based on different references3 and job advertisements andwill be focused on in the following. The employee competencies – covered in detail inchapter 4 – are: experience, expertise, determination, conceptual and analyticintellectual power, organizational skill, assertiveness, capacity for teamwork,communication skill, conflict management ability, customer orientation as well asleadership.3 Classification Method for Levels of CompetenciesQualifications can be measured and proved through references, certificates andcredentials. In case of skills which are acquired in informal learning processes, thiskind of proof is generally not possible. A distinction in rating scales with parametervalues e.g. ranging from “weak” to “strong” are too broad and arbitrary for an exactindication. Thus, they are insufficient for a precise classification. Therefore,competencies are measured by means of a multi-level competence scale [13]. In orderto assess subjective characteristics objectively, a precise scale identifying variouslevels of competence and maturity is essential. The classification shows that anemployee on a high level in the company hierarchy must comply with differentrequirements and must have different competencies than a member of a lower level inthe company hierarchy [14].Competencies are graded in levels, either on the basis of a numerical scale4 or of averbal schema5. In order to develop a classification scale, both approaches will becombined: In addition to a numerical value marking each level, a verbal description isgiven. The classification scale is based on an ordinal scale, i.e. the levels ofcompetence are ranked. Negative competencies are not included in this scale, becauseexisting competencies are always positive [20]. If a certain level is reached, thisimplies that the person also meets the criteria of the lower levels. If one competence isnot required in the job specification, the respective field is left blank.The following level definitions are still very abstract. In chapter 4, these leveldefinitions will be applied to the particular competencies, referring to observablebehaviour and skills.Level 1: SufficientThe competencies meet the standard. They come up to the basic minimumrequirements.Level 2: SatisfactoryThe competencies come up to the basic requirements. The standard is completely met.Level 3: GoodThe competencies exceed the standard. They are well distinctive and meet with thebasic requirements over a longer period.3see [3], [4], [5], [6], [7], [8], [9], [10], [11], [12].see [15], [16], [17].5see [18], [13], [19].4
Employee Competencies for Business Process Management255Level 4: Very goodThe competencies are above average. The requirements specification is completelymet.Level 5: ExcellentThe employee has special distinctive competencies exceeding the job specification.The next figure illustrates the five abstract level definitions. The same layout willbe used for the particular competence levels in chapter 4.Fig. 2. Definition of abstract competence levels4 Catalog of CompetenciesIn this section, the derived competencies required in business process managementare listed and described. According to SPENCER AND SPENCER, competencies aredescribed on the basis of three to six attitudes which can often be observed at workday-to-day [21]. In literature, there are different descriptions of competence levels.Below, five competence levels are assigned to each kind of competence required inbusiness process management6, corresponding to the classification scale developed inchapter 3. Each level describes a working manner referring to the person’s attitude.STEINMANN AND SCHREYÖGG describe such a classification scale as a behaviourexpectation [24][22]. When measuring employee competencies, the level reached bythe person is assessed and afterwards recorded in the corresponding competenceframework. The resulting occupational aptitude can be compared to the jobspecification. The bigger the overlapping, the better is the person suited for theposition to be filled. Besides information on possible competence deficits,information on so far unknown and unused competencies can be obtained. Thus itmight be advisable to entrust an employee with a different task, in accordance withhis qualifications and skills, ensuring that the internal resources in the company areused in the best possible way.ExperienceCompetence increases through experience gathered at work. The more professionalexperience is gathered, the better knowledge with respect to technical, methodical and6According to [14], [19], [21], [22], [23].
256S. Eicker, J. Kochbeck, and P.M. SchulerFig. 3. Levels of competence: Experiencesocial areas [13] can be achieved. Fig. 3 shows the five particular competence levelsfor the competence experience.ExpertiseSpecial knowledge such as language skills or programming knowledge is calledexpertise. It can be acquired through training measures [13]. Fig. 4 shows the fiveparticular competence levels of expertise.Fig. 4. Levels of competence: ExpertiseDeterminationManagers are responsible for the implementation of the strategic business objectivedefined by the top-management. It is the task of managers to make the employeesaware of the objectives [25]. Fig. 5 shows the levels of the competence determination.Fig. 5. Levels of competence: DeterminationConceptual and analytical intellectual powerDifferent tasks require the person, e.g. the process owner, to think and work in astructured and methodical manner. The person works very carefully and, even in
Employee Competencies for Business Process Management257Fig. 6. Levels of competence: Conceptual and analytical intellectual powercomplex situations, he does not lose track and acts analytically. The particularcompetence levels of conceptual and analytical intellectual power can be found inFig. 6.Organizational skillIn the case of unregulated workflows, it is essential that the employees have a highlevel of organizational skill. Thus they must be able to recognize coherences and tostructure their work [25]. The following Fig. 7 shows the five competence levels oforganizational skill.Fig. 7. Levels of competence: Organizational skillAssertivenessThe person is able to convince his colleagues and employees of his ideas andobjectives. He is willing to implement them, even in the case of resistance [13].Assertiveness is consequent orientation of one’s actions to the target desired [26]. Thefive competence levels of assertiveness are illustrated in Fig. 8.Fig. 8. Levels of competence: Assertiveness
258S. Eicker, J. Kochbeck, and P.M. SchulerCapacity for teamworkPersons who have capacity for teamwork use their experience and knowledge to playa part in a team in order to reach common targets. Among their skills, there iswillingness to compromise and openness to suggestions and arguments from teammembers. In order to work successfully in a team, the persons must have equal rightsand be tolerant [13]. Fig. 9 details the particular levels of the competence capacity forteamwork.Fig. 9. Levels of competence: Capacity for teamworkCommunication skillThe person has the talent to communicate clearly, to listen attentively and todistinguish important from unimportant information during a conversation. Animportant characteristic is the correct interpretation of gesture and other nonverbalsignals which help to understand the conversational partner and to be responsive to hisconcerns [15]. The competence levels of communication skill can be found in Fig. 10.Fig. 10. Levels of competence: Communication skillConflict management abilityWhenever several people work on a common task as a team, inevitably conflictsituations arise in which different opinions and ideas are expressed. In order to avoidescalation and negative influence on the project, it is important to behave correctly ina conflict situation. An employee who is able to deal well with conflicts is likely totake and give criticism in an objective and constructive manner. Criticism ought to beviewed as a chance to reconsider one’s own opinion. Fig. 11 shows the fivecompetence levels of the conflict management ability.
Employee Competencies for Business Process Management259Fig. 11. Levels of competence: Conflict management abilityCustomer orientationCustomer orientation means that the customer is the centre of corporate decisions andactions. The aim consists in reaching high customer satisfaction in order to establishdurable customer relations. Fig. 12 shows the competence levels of customerorientation.Fig. 12. Levels of competence: Customer orientationLeadershipSuperiors or project managers have to be informed about the knowledge and skills oftheir employees so that they can use them in a targeted way. Professional training is tobe offered and feedback referring to the work performed is to be given. Independentand self-responsible actions are to be promoted. Decisions must be objective andcomprehensible to the employees [13]. The five particular competence levels ofleadership are shown in Fig. 13.Fig. 13. Levels of competence: Leadership5 Competence Framework for Business Process ManagementThe results from assessment methods for employee competencies, such as assessmentcentres or interviews, can be recorded in an aptitude profile. From these profiles, it is
260S. Eicker, J. Kochbeck, and P.M. Schulerpossible to derive in which area competencies are at a high or at a low level so thatcorresponding measures can be taken [22]. Through comparison with the jobspecification, the occupational aptitude of different candidates can be ascertained andcompared.The competencies required in business process management are summarized in thecompetence framework described in the following (see Table 2). The competenciesare grouped into specialist, character, methodical, social and entrepreneurialcompetencies. Each line shows the five point scale corresponding to the competencelevels defined beforehand.Table 2. Exemplary competence frameworkCompetencies in the table are structured as follows: At first, the role of theemployee is listed, followed by a description of his core tasks. From here, thecompetencies required are derived and recorded in the job specification. In a first step,specialist competencies are listed. These competencies (such as foreign languageskills, modelling experience with particular tools, stays abroad, legal knowledge etc.)correspond to a certain position instead of a role and can be defined exactly. In a nextstep, the character and methodical competencies required for the role are listed. Socialcompetencies and finally entrepreneurial competencies complete the framework.The competence framework illustrated, is exemplified by the role of the processowner. The specialist competencies (marked by half-filled fields) have to be definedin accordance with the circumstances (e.g. international experience, ARIS skills andSpanish language skills).
Employee Competencies for Business Process Management261The job specification of the role process owner is coloured in grey. Crosses markthe exemplary aptitude profile of an employee.6 ConclusionFor the filling of new roles in business process management, suited employees mustbe identified; the developed method for the definition of competence profiles supportsthis procedure. Experience reports and surveys show that the role concepts of businessprocess management presented have so far not been implemented completely due to alack of structures or resistance in the company. Nevertheless, already new roles suchas CPO are defined. This shows the need for competent personnel.Job specifications are subject to continuous change because of globalized marketsand process and product innovations. Thus they have to be adapted regularly. Thecompetence framework presented in this article can be supplemented with newcompetencies or reduced depending on demands on the employees. Moreover it ispossible to fine-tune the model through different weighting of the particularcompetencies. The more differentiated and comprehensive the roles are, the moredifficult it is to analyze and record the qualifications required, so that the jobspecification does not consist of an unmanageable number of competencies.In the context of change management, the method developed can be used as astarting point in order to not only identify competence deficits of employees, but alsoto prepare them for their future tasks.References[1] Mischak, R.F.: Business Reengineering – Der Weg vom funktions- zum prozessorientiertenDenken im Unternehmen. In: Berndt, R. (ed.) Business Reengineering, pp. 3–17. Springer,Berlin (1997)[2] Institut für Softwaretechnik und Interaktive Systeme: Studienergebnisse
Employee Competencies for Business Process Management 253 Table 1. Roles in business process management2 BPM role Responsibilities Project leader Responsible for the implementation of business process
Bruksanvisning för bilstereo . Bruksanvisning for bilstereo . Instrukcja obsługi samochodowego odtwarzacza stereo . Operating Instructions for Car Stereo . 610-104 . SV . Bruksanvisning i original
teamwork competencies, strategic action competencies, global awareness competencies, self-management competencies and communication competencies. Strategic action competencies Strategic action competencies refer to the manager’s abilities to grasp the overall strategy of the company and ensure employees’ efforts are in line with the strategy.
10 tips och tricks för att lyckas med ert sap-projekt 20 SAPSANYTT 2/2015 De flesta projektledare känner säkert till Cobb’s paradox. Martin Cobb verkade som CIO för sekretariatet för Treasury Board of Canada 1995 då han ställde frågan
service i Norge och Finland drivs inom ramen för ett enskilt företag (NRK. 1 och Yleisradio), fin ns det i Sverige tre: Ett för tv (Sveriges Television , SVT ), ett för radio (Sveriges Radio , SR ) och ett för utbildnings program (Sveriges Utbildningsradio, UR, vilket till följd av sin begränsade storlek inte återfinns bland de 25 största
Hotell För hotell anges de tre klasserna A/B, C och D. Det betyder att den "normala" standarden C är acceptabel men att motiven för en högre standard är starka. Ljudklass C motsvarar de tidigare normkraven för hotell, ljudklass A/B motsvarar kraven för moderna hotell med hög standard och ljudklass D kan användas vid
LÄS NOGGRANT FÖLJANDE VILLKOR FÖR APPLE DEVELOPER PROGRAM LICENCE . Apple Developer Program License Agreement Syfte Du vill använda Apple-mjukvara (enligt definitionen nedan) för att utveckla en eller flera Applikationer (enligt definitionen nedan) för Apple-märkta produkter. . Applikationer som utvecklas för iOS-produkter, Apple .
focused competencies. Competency Area NP Core Competencies Neither Curriculum Content to Support Competencies required nor comprehensive, this list reflects only suggested content specific to the core competencies Scientific Foundation Competencies 1. Critically analyzes data and evidence for improving advanced nursing practice. 2.
focused competencies. Competency Area NP Core Competencies Neither Curriculum Content to Support Competencies required nor comprehensive, this list reflects only suggested content specific to the core competencies Scientific Foundation Competencies 1. Critically analyzes data and evidence for improving advanced nursing practice. 2.
