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Christine Kunzmann1
Andreas Schmidt2
Ontology-basedCompetence Management forHealthcare Training Planning:
A Case Study
1 Kompetenzorientierte Personalentwicklung, Königsbach-Stein, Germany
2 FZI Research Center for Information Technologies, Karlsruhe, Germany
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christine-kunzmann.de - Kompetenzorientierte Personalentwicklung [[email protected] ] 207.09.2006
Agenda
MotivationStädtisches Klinikum KarlsruheCurrent problems
Concept
Implementation
Results and Lessons Learnt
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1. M
otiv
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Städtisches Klinikum Karlsruhe
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1. M
otiv
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Städtisches Klinikum Karlsruhe
Hospital for „maximum care“ (Maximalversorgung)3.500 employees (among them 1.250 in nursery)1.531 beds21 clinics5 institutes
Training and Consulting Center BBZvocational training for healthcare professionsmanager academyprofessional training
further education: ward management, specialized nurses etc.continuing training: conversation training, kinaesthetics etc.
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Current Problems
Insufficient training needs elicitationover/underestimationmissing offers
Requirements for nurses are increasinghigher quality requirements (because of quality management)higher pressure towards economic efficiency (introduction of theDRG system with fixed amount of money for case groups)
At the same time:reduced resources (both in terms of time and money) for training
Thus:more efficient human resource development neededquality assurance in human resources development processes
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1. M
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Current Shortcomings
in strategic human resource developmentno forward-looking competence building, e.g., for plannedrestructuringno connection to operational level
in operational human resource developmentparticipation in training events is employee-driven orreactive to problems-at-hand
in strategic training planningopen survey with low response rates do not allowconclusions about training needs
in operational training planningno overview of current employee competenciesno planned competency development
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2. Concept
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christine-kunzmann.de - Kompetenzorientierte Personalentwicklung [[email protected] ] 807.09.2006
2. C
once
pt
Concept: Overview
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2. C
once
pt
Concept: Levels
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Strategic Level
2. C
once
pt
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2. C
once
pt
Operational Level
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2. C
once
pt
Strategic Training Planning
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3. Implementation
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3. I
mpl
emen
tati
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Modelling Competencies
Competency Catalog is the focal pointcontrolled vocabulary („ontology“)shared for all wards
Development processiterativelyinterviews, workshopsmoderated by a modelling expert
Discussions focussed on competency catalogwere more constructive
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3. I
mpl
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Modelling Competencies (2)
Structurepoly hierarchy (mono hierarchy not sufficient!)mainly because of classification along multiple criteriafurther semantic relations currently not necessary
Problem: insufficient tool supportdon‘t support poly hierarchiesbad usabilityMindmap approach
but awkward poly-hierarchy support
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3. I
mpl
emen
tati
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Competence Catalog
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3. I
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Requirement Profiles
Defines what an employee in a certain area mustknow/be able to do
Mandatory: qualifications, legally required, criticalcompetenciesNice-to-have: mid-term development goals
priority were not necessary
Cascading profiles are helpfulgeneral requirements for all nursesspecial requirements for nurses on ward XY
Additional ward-level constraints„at least 50% of all employees should have competencyXY“
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4. Experiences
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4. E
xper
ien
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Thinking in Competencies
Competency development is often misunderstood as „participation in training events“
i.e. requirements profile = check listintensive interactive workshops required to establish and internalize thinking in competencies
Communicating development-oriented requirementsprofiles problematic
„competency gap“ misinterpreted as „being not qualified“instead of potential for competency development
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4. E
xper
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Experiences
PrivacyQualification and competency data is sensitive dataAcceptance by employees critical
it has to be made clear for which purpose data is collected(and for which purpose it is not)
ParticipationCompetence management is subject to worker‘s councilrightsAgreement beneficial, but this should be open for futuredevelopmentsCommunication in all phases required
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Conclusions
Competence management is feasible for organizinghuman resource development in the nursery domain.
Defining processes and roles both on the operational and strategic level is essential for sustainability
Bootstrapping phase with modeling experts neededestablish thinking in competenciesguide the competency identification and modeling
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Christine KunzmannKompetenzorientierte PersonalentwicklungAnkerstraße 4775203 Königsbach-SteinGERMANY
[email protected]
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