A Global Competence Management System

Case Study: A Global Competence Management System
In 2006 company’s executives were faced with an upheaval. The new management was requested to conceive and develop “Vision 2008”, which had to be based on the old Vision from 2002. The new and the old executive boards were collaborating together as well as analysing the applicable strategy. The decision was taken to maintain the core principals, customer satisfaction and employee orientation. However, it was concluded that exceptionally the implementation processes have to be changed. The executives have set up new strategic targets and called it “Vision 2015”. For 2015 the executive board is determined to reach a customer satisfaction value of 90%, sales of 8 billion CHF, a profit of 800 million CHF and an increase to 30.000 employees.[1]
The “Vision 2015” foresees a rapid growth, which could lead to big changes in strategic processes and companies’ culture from the negative point of view. To counteract this development Hilti made the first step in 2006 by implementing a SAP cloud-based solution.[2] This solution helps smaller locations to benefit through the transmitted Hilti standards. Support processes got centralised and therefore customers got more satisfaction, for example due to the shorter delivery times. Employees are able to benefit from the better working conditions through the mobile solutions. In the end, all these prerequisites lead to a more rapid growth.
Now, the next step is our task. We have to take a challenge to recruit additional 10.000 employees (approximation), while keeping the companies’ culture, behaviour and strategy alive. Hilti wants to implement another IT-system. It is should be a global competence management system, which is aligned with the process driven competence management approach. In addition, it should be developed and integrated according to Hilti needs. This system should ensure, that the right employees receive the proper tasks and vice versa. It should also introduce...