Aspectos de un ERP (17)

Ante la decisión de adquirir un ERP existen dos ámbitos en los que la empresa debe considerar aspectos importantes:
- ámbito externo (el proveedor que se va a seleccionar)
- ámbito interno (qué aspectos deben tenerse en cuenta ante la implantación del ERP en la empresa).

Existen muchos proveedores en el mercado que ofrecen soluciones ERPs. Éstos son algunos de los aspectos importantes a considerar respecto al proveedor, antes de proceder a la elección del mismo:
- Que pueda ofrecer tecnología de punta y proponerle al cliente una solución global.
- Capacidad de traducir al lenguaje de la empresa todos los procesos e implicaciones de la implantación de un ERP en la empresa: máxima claridad
- Es importante abarcar toda variedad del mercado en cuanto a la oferta, para así poder escoger la mejor opción para cada empresa: soluciones e-business y sectoriales, consultoría, etc.
- Ofrecer soporte técnico para solucionar las necesidades del cliente.
- Responder ante las inquietudes y/o exigencias del cliente.
- Flexibilidad necesaria para trabajar con el colaborador que quiera el cliente.

A la hora de implantar el ERP en la empresa también hay factores internos a considerar. La implantación de un ERP en la empresa aumentará su productividad y la disposición de mejor información, consiguiendo, así, grandes cambios. Es importante escoger el ERP que más se ajuste a las necesidades de la organización.

Hoy en día, podemos encontrar diferentes precios y características en el mercado para cada tipo de empresa. Es importante tener presente los siguientes puntos:
- El personal implicado ha de ver qué mejoras obtendrán en sus tareas.
- Con la implantación de ERP, es necesario redefinir todos los procesos de la empresa.
- En la mayoría de casos, otras aplicaciones de gestión de la empresa han de estar integradas en el ERP. Hay que tener en cuenta qué beneficios nos puede aportar si estas aplicaciones son del mismo fabricante que el ERP o son diferentes.
- Analizar el coste, el tiempo de implantación, las necesidades de la empresa, etc.
- Formación al personal, desarrollo de la herramienta, etc.

CA y WP en PCMM v2.0 (5)

COMPETENCY ANALYSIS (CA)

El propósito de Competency Analysis, perteneciente al Nivel 3, es identificar el conocimiento, técnicas y habilidades necesarias para realizar las actividades del negocio. También, pueden ser desarrolladas y utilizadas como base para las prácticas de las fuerza de trabajo. La organización mantiene, en un repositorio, las descripciones del conocimiento, técnicas y procesos que componen cada competencia de  la fuerza de trabajo. Estas descripciones de revisadas periódicamente para asegurar que se corresponden con las actividades del negocio y con la tecnología de la organización. 

Competency Analysis se relaciona con las siguientes AP: Workgroup Development y Competency Development.

Goal

1- The workforce competencies required to perform the organization’s business activities are defined and updated.

2- The work processes used within each workforce competency are established and maintained.

3-  The organization tracks its capability in each of its workforce competencies.

4- Competency Analysis practices are institutionalized to ensure they are performed as defined organizational processes.

Commitment to Perform

1- The organization establishes and maintains a documented policy for conducting its Competency Analysis activities.

2- An organizational role(s) is assigned responsibility for coordinating Competency Analysis activities across the organization.

Ability to Perform

1- A responsible individual(s) coordinates the Competency Analysis activities for defining, developing, and maintaining each workforce competency.

2- Adequate resources are provided for performing Competency Analysis activities.

3-  Individuals performing Competency Analysis activities develop the knowledge, skills, and process abilities needed to perform their responsibilities.

4- The practices and procedures for performing Competency Analysis are defined and documented.

Practices Performed

1- The workforce competencies required to perform the organization’s business activities are identified.

2- Each of the organization’s workforce competencies is analyzed to identify the knowledge, skills, and process abilities that compose it.

3- Workforce competency descriptions are documented and maintained according to a documented procedure.

4- Workforce competency descriptions are updated on a periodic and event-driven basis.

5- The competency-based processes to be performed by capable individuals in each workforce competency are established and maintained.

6- Information about the use of competency-based processes is captured and made available.

7- Competency information regarding the capabilities of individuals in their workforce competencies is collected and maintained according to a documented procedure.

8- Current resource profiles for each of the organization’s workforce competencies are determined.

9- Competency information is updated on a periodic and event-driven basis.

Measurement and Analysis

1- Measurements are made and used to determine the status and performance of Competency Analysis activities within each unit and across the organization.

2- Measurements are made and used to determine the quality of workforce competency descriptions and competency information.

Verifying Implementation

1- A responsible individual(s) verifies that Competency Analysis activities are conducted according to the organization’s documented policies, practices, procedures, and, where appropriate, plans; and addresses noncompliance.

2- Executive management periodically reviews the Competency Analysis activities, status, and results; and resolves issues.

3- The definition and use of competency descriptions and competency information are periodically audited for compliance with organizational policies.

WORKFORCE PLANNING (WP)

El propósito de Workforce Planning, perteneciente al Nivel 3, es coordinar las actividades de las fuerzas de trabajo con las necesidades actuales y futuras de los niveles organizacionales y de las unidades. Esta área de proceso relacionas las actividades de la fuerza de trabajo de la organización con la estrategia y objetivos del negocio. Por medio de Workforce Planning, la organización identifica la fuerza de trabajo necesaria para las actividades de negocio actuales y futuras; y planifica las acciones que permiten asegurar la fuerza de trabajo necesaria.     

Goals

1- Measurable objectives for capability in each of the organization’s workforce competencies are defined.

2- The organization plans for the workforce competencies needed to perform its current and future business activities.

3-  Units perform workforce activities to satisfy current and strategic competency needs.

4- Workforce Planning practices are institutionalized to ensure they are performed as defined organizational processes.

Commitment to Perform

1- The organization establishes and maintains a documented policy for conducting its Workforce Planning activities.

2- An organizational role(s) is assigned responsibility for coordinating Workforce Planning activities across the organization.

Ability to Perform

1-  Within each unit, an individual(s) is assigned responsibility and authority for ensuring that Workforce Planning activities are performed.

2-  A responsible individual(s) coordinates the Workforce Planning activities for each workforce competency.

3- Adequate resources are provided for performing Workforce Planning activities.

4- Individuals performing Workforce Planning activities develop the knowledge, skills, and process abilities needed to perform their responsibilities.

5- The practices and procedures for performing Workforce Planning are defined and documented.

Practices Performed

1- The current and strategic workforce needs of the organization are documented.

2- Measurable objectives are established for developing the organization’s capability in each of its selected workforce competencies.

3- A competency development plan is produced for each of the organization’s selected workforce competencies.

4- Competency development plans are reviewed and revised on a periodic and event-driven basis.

5- The organization establishes and maintains a strategic workforce plan

to guide its workforce practices and activities.

6- Units plan workforce activities to satisfy current and strategic competency needs.

7- Units review and revise plans for workforce activities on a periodic

and event-driven basis.

8- The organization develops succession plans for its critical positions.

9- The organization’s performance in meeting the objectives of its strategic workforce plan is tracked.

10- Progress in meeting the objectives of the competency development plan for each of the organization’s workforce competencies is tracked.

11- Each unit’ performance in conducting its planned workforce activities is tracked.

Measurement and Analysis

1- Measurements are made and used to determine the status and performance of Workforce Planning activities.

2- Unit measures of workforce planning are collected and aggregated at the organizational level.

Verifying Implementation

1- A responsible individual(s) verifies that Workforce Planning activities are conducted according to the organization’s documented policies, practices, procedures, and, where appropriate, plans; and addresses noncompliance.

2- Executive management periodically reviews the Workforce Planning activities, status, and results; and resolves issues.