Competence results from a combination of knowledge, know-how and know-how mobilized to act in an appropriate manner, faced with a given professional situation. The skills listed in the DiCoMAS are therefore divided into three categories:
KNOWLEDGE/KNOWLEDGE
Knowledge is theoretical knowledge acquired through training, professional or extra-professional experience.
EXPERTISE
A know-how is a skill, acquired through experience and/or learning, which requires intellectual and/or manual skill in a given field to fully master it.
KNOW-HOW
Soft skills apply to useful skills for knowing how to behave / assist in a professional context. There are 3 types.
CONCEPTUAL TYPE: focused on the posture of the person in accomplishing a task.
CONTEXTUAL TYPE: focused on taking into account an environment or a situation, and on the reaction of the person in accomplishing a task.
RELATIONAL TYPE: focused on the relationship and the link with others in the accomplishment of a task.
The MEN Professions Repository is a major tool for renovating human resources policies. Indeed, in a context of evolution and change, the development of skills has become a major issue. For this tool to fulfill its function and meet the expectations of the HRD, practical arrangements must be made.
Make known the Repository of Trades
(Set up communication actions)
The Job Repository is a communication tool, at the service of the administrative staff of the MEN. It's necessary :
- make it known and disseminate it in the various departments of the Ministry;
- create an IT platform to facilitate consultation of the repository;
- duplicate it by professional family and distribute it to the various recipients who are:
• Supervisory staff • Administrative staff • Human Resources Department
Appropriation of the Trades Repository by all Ministry stakeholders
In order for the Framework to be used efficiently and to become an operational tool, it must make sense and be of interest to all the players concerned. The appropriation of this document by upper and middle management is another challenge for the MEN's HRD. Among these actors, we can distinguish:
• Line managers (in central and decentralized structures)
• Human resources managers (in central and decentralized structures)
KNOWLEDGE/KNOWLEDGE
Knowledge is theoretical knowledge acquired through training, professional or extra-professional experience.
EXPERTISE
A know-how is a skill, acquired through experience and/or learning, which requires intellectual and/or manual skill in a given field to fully master it.
KNOW-HOW
Soft skills apply to useful skills for knowing how to behave / assist in a professional context. There are 3 types.
CONCEPTUAL TYPE: focused on the posture of the person in accomplishing a task.
CONTEXTUAL TYPE: focused on taking into account an environment or a situation, and on the reaction of the person in accomplishing a task.
RELATIONAL TYPE: focused on the relationship and the link with others in the accomplishment of a task.
The MEN Professions Repository is a major tool for renovating human resources policies. Indeed, in a context of evolution and change, the development of skills has become a major issue. For this tool to fulfill its function and meet the expectations of the HRD, practical arrangements must be made.
Make known the Repository of Trades
(Set up communication actions)
The Job Repository is a communication tool, at the service of the administrative staff of the MEN. It's necessary :
- make it known and disseminate it in the various departments of the Ministry;
- create an IT platform to facilitate consultation of the repository;
- duplicate it by professional family and distribute it to the various recipients who are:
• Supervisory staff • Administrative staff • Human Resources Department
Appropriation of the Trades Repository by all Ministry stakeholders
In order for the Framework to be used efficiently and to become an operational tool, it must make sense and be of interest to all the players concerned. The appropriation of this document by upper and middle management is another challenge for the MEN's HRD. Among these actors, we can distinguish:
• Line managers (in central and decentralized structures)
• Human resources managers (in central and decentralized structures)
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