Skills and change management

Describe future activities

A new organisation may require different practices, tools or decisions. Describe these changes before defining profiles. Distinguish technical, coordination and management skills.

Assess gaps carefully

Cross-check observations with discussions involving the people concerned. Proficiency depends on context and available resources. Avoid reducing the assessment to an overall judgement of the person.

Select appropriate responses

Consider training, mentoring, documentation, tool adaptation or changes to duties. Define each action’s objective and how progress will be observed.

Organise knowledge transfer

Identify activities that depend on one person. Plan documentation and practice sharing without assuming that a document alone transfers a skill.

Connect skills and change

Define the practical changes expected in the work, the resources needed and the stakeholders to involve. Allow time for learning and monitor difficulties. Knowledge transfer can include mentoring, documentation, practical exercises and sharing experience.

Build a support plan

For each future activity, identify the required skills, gaps to examine and possible responses. Record the owner, resources and monitoring arrangements. Manager support and dialogue with teams must be coordinated with the transformation schedule.

Belgian context and sources

Information and consultation obligations must be examined according to the project’s effects and the company’s situation. Work organisation is also among the factors considered in psychosocial risks. The operational methods proposed in this guide are Ethadex working guidelines.

Implementation checklist

Describe the problem and the expected result.
Identify the activities, people and data concerned.
Clarify responsibilities and controls.
Define resources and monitoring arrangements.
Test, collect feedback and adjust.