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Nowadays in order to contribute to the competitive strength of the organization empowerment is seen as a useful tool. But the organization must know what it wants to empower. Therefore it must be able to map the desired skills and competence levels for the workforce and to compare these with the actual situation. This article gives an overview of how to set up skills and competence management.

This article starts with describing what the surplus value of modeling is for the processes of selection, implementation and optimization of human resource (HR) systems in terms of money, time and quality. The second part explains the architecture of the HR model. Eight components are defined: organization; human resource logistics; compensation and benefits; employability management; relations; health, safety and environment; information strategies; and employee administration. Within these components all generic HR processes are defined by means of best practices.