WP5 – Methodologies for decision support on Human Resource Management

WP5 – Methodologies for decision support on Human Resource Management

Collaborative Project – FP7- ICT- 2009 - 257886

Outline  The Methodology    

Goal Specification Key features and distinctive aspects Relationships with models and other methodologies

 Position with respect to similar works

ARISTOTELE 1st Review Meeting, Salerno, Sept. 15th-16th, 2011

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The Methodology: High Level View and Goals of the First Version

Explicit Enterprise Knowledge (ARISTOTELE Models) - Team formation - Competence Gap HR Manager Objectives and Constrains

Methodology to support HRM

- Indicators supporting decision on developing competences - Identification of suitable HR and measures to develop competences

External/Internal Stimuli

- Identification of suitable learning objectives to develop competences

Inputs for the MLEG

Implicit Enterprise Knowledge (MKB, MCN)

ARISTOTELE 1st Review Meeting, Salerno, Sept. 15th-16th, 2011

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The Methodology: Specifications Stimuli Elicitation of Competence Requirements

Objectives and Constrains

Worker Profiles

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1

Competence Requirements

Team Formation

Competence Gap

Team

Competence to develop

Competence Available

Identification of Available Competences

Implicit Knowledge

Explicit Knowledge

2

Job Description

Worker Profiles

ROI Value

Ranking of the competences to develop, Identification of Candidate Workers and Learning Objectives

Recruitment

Worker MatchMeeting, of ARISTOTELE 1st Review worker and preference Salerno, Sept. 15th-16th, 2011 coverage

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4

measure

CV

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Module 1 – Analysis of the Stimulus

Identification and definition of a set of competence requirements to answer a stimulus Analysis of organisational memory (in terms of past stimuli and responses) can support decision taking Approaches adopted: Similarity analysis, knowledge extraction, competence taxonomy creation ARISTOTELE 1st Review Meeting, Salerno, Sept. 15th-16th, 2011

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Module 2– Competence Gap

Analysis of the gap between the competences available and those required, at the individual (i.e. worker) and organisational levels Based on the model management theory - widely adopted to solve data integration problems in very large databases - flexible wrt different schemas - use of the match and diff operators on the semantics models

ARISTOTELE 1st Review Meeting, Salerno, Sept. 15th-16th, 2011

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Module 3– Team Formation Stimuli Elicitation of Competence Requirements

Objectives and Constrains

Worker Profiles

3

1

Competence Requirements

Team Formation

Team formation (to execute a Identification task or aofproject) Competence Implicit Competence Gap characteristics, such Available considering as social Available Knowledge Competences relationships, trust, competences and reputation for competence Explicit Competence to develop

Team

Worker Profiles

ROI Value

Knowledge

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The approach leverages on literature works for: - Solving team formation problems in social networks Job Description 5 (Lappas et al. 2009, Li & Shan, 2010 ) ďƒ 4 Ranking of the application competences to develop, of Steiner Tree Recruitment CV Identification of Evaluation and propagation of Trust in competences Candidate Workers and Learning Objectives (Capuano et al., 2011) based on the model for calculus of trust, distrust and untrust proposed by (Huang 1et. al., 2010) st Review Worker MatchMeeting, of ARISTOTELE 7 worker and preference Salerno, Sept.

15th-16th, 2011 combining the above aspects in a quite distinctive measure coverage solution.

Starting from the competences to develop, identifies candidate workers and appropriate measures / didactic methods, and set of suitable learning objectives

Module 4– Human Resource Development An optimisation approach to solve the problem of which workers are suitable to Stimuli

develop the competences resulting from gap analysis Elicitation of -Competences to develop are ranked according 1to several factors (core Competence competences, innovation, etc.) Requirements -The objective function considers several inputs: workers’ preferences and Objectives Competencemeasures / didactic methods, their time and competences, synergies, development and Constrains Requirements costs, extent to which the competence is needed, …)

-Leverages on models to calculate the ROI Worker Profiles

Team Formation

Competence Gap

Competence Available

Identification of Available Competences

Implicit Knowledge

The optimisation function matches development measures / didactic methods and workers, and indicates the ROI and the workers’ competence preference Explicitcoverage 3 Competence Team Knowledge 2 and proposes suitable learning objectives. to develop Job Description

Worker Profiles

ROI Value

Ranking of the competences to develop, Identification of Candidate Workers and Learning Objectives

Recruitment

Worker MatchMeeting, of ARISTOTELE 1st Review worker and preference Salerno, Sept. 15th-16th, 2011 coverage

5

4

measure

CV

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Analysis of curricula (CV) in order to identify suitable candidates, and semi-automatic generation of assessment tests

Module 5– Recruitment

Knowledge extraction, MLEG, assessment Stimuli test Elicitation of Competence Requirements

Objectives and Constrains

Worker Profiles

3

1

Competence Requirements

Team Formation

Competence Gap

Team

Competence to develop

Competence Available

Identification of Available Competences

Implicit Knowledge

Explicit Knowledge

2

Job Description

Worker Profiles

ROI Value

Ranking of the competences to develop, Identification of Candidate Workers and Learning Objectives

Recruitment

Worker Match of ARISTOTELE 1st Review Meeting, worker and preference Salerno, Sept. 15th-16th, 2011 coverage

5

4

measure

CV

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Key features and distinctive aspects  Centered on the competence concept  Aligned with competence oriented view of organisation proposed by several theories

 Relate concept of competence to social relationships, trust and innovation  The concept of trust in competence among workers is at the core of the team formation method  Team formation method can support the shift from individual abilities to assimilate new knowledge towards collective assimilation  Innovation factor is considered in the ranking of the competence to develop

 Combines in an original way results from the state of the art and other ARISTOTELE methodologies  Taking benefits from and giving additional value to other project’s ARISTOTELE 1st Review Meeting, results Salerno, Sept. 15th-16th, 2011

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Position with respect to similar works  Competence Gap is also defined in the PROLIX project (analysed in the SotA report)  In ARISTOTELE the competence gap is handled as a model management problem  more flexible wrt different schemas

 Team formation method takes into considerations aspect such as social relationships, trust and reputation for competence, impacting team performance and creativity  Quite different approach wrt traditional team formation method aiming at minimising the costs and the time  Few of them take into considerations personal traits but does not consider the social relationships among workers of an organisation

 Identification of suitable worker to develop a competence also is considered by the PROLIX project  In ARISTOTELE the proposed approach is wider considering aspects such as ranking of the competences on the basis of the core competences of an organisation and ROI ARISTOTELE 1st Review Meeting, Salerno, Sept. 15th-16th, 2011

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Thank you Any questions?

Coordinator: Centro di Ricerca in Matematica Pura ed Applicata - CRMPA – Italy info@aristotele-ip.eu