One of the costs most companies primarily cuts in times of crisis is HR development and management development. It could therefore be relevant to ask themselves the question:
Is it really necessary to spend so much energy and time to develop leaders skills?
Yes, because it basically is about exploiting its expertise perhaps especially in a time of crisis, and it requires leadership and continuous development of its competencies.
Why talk about the concept of expertise? Will Danish staff resources and expertise not recovered well enough?
Well maybe, but excellence comes only to full expression when optimal conditions are present.
Hence, the need for operators to be able to provide and maintain favorable conditions and good management. Expertise may be limited to the employees doing what they usually do, but not necessarily in full compliance with company strategy. Therefore, we need leadership to ensure that employees do not just solve the tasks correctly, but that they also prioritize and resolve the real tasks.
Employee's expertise comes first applied to the full when the conditions are adjusted individually in relation to the individual employee.
Each company's existence and survival is strongly associated with recovery of each employee resources and adaptability.
Danish companies' competitiveness depends, in contrast to earlier decades of production of Know How, in this context called expertise. A company's combined expertise can be expressed as the sum of employees' knowledge, skills, opinions and attitudes. It is not sufficient to ascertain that the necessary expertise is available within the organization - it may also manifest itself in the coordinated action that leads to fulfilling the company's strategic goals.
Will this interest shared by employees of successful Danish companies?
Yes, it does well as a general rule, especially in light of the current situation with an increasing availability of spare manpower available. Anyone who has an education - an expertise - are likely to find much of their identity in the company. A job that gives rise to the employee can use its expertise (in this particular training and core competencies) will enhance the identification and even be a source of identity. But any company should be aware of issue of the corporate culture supports and reinforces the employee's identification with the company. Making the utility is in itself a value for most people. But only when it is linked to corporate strategy may create positive synergy in a firm and thereby increase its competitiveness.
But the conditions of that employee expertise really unfolds in line with company strategy places heavy demands on its leaders at all levels.
To solve this management task, the manager has over his employees, also possess an overview of employees' core competencies. The leader must therefore know each employee's individual professional expertise and operating conditions so well that he / she can coordinate and thus create conditions for that employee expertise recovered optimally.
Do managers at all the necessary skills and / or the necessary confidence in themselves and to employees?
It is obviously very different from company to company, but most people have - perhaps without realizing it - inherent ability to exercise good governance in many different situations, among them also under competitive conditions created by the financial crisis.
But to develop Danish enterprises to survive in a time of crisis, it is extremely important to HR and leadership development are given sufficient attention. Perhaps it is in fact under the current economic slump as the market is characterized by the Danish business leaders must show courage and continue to invest in leaders 'and employees' skills. Anyway, if Denmark is to increase its competitiveness in the field of knowledge towards foreign markets, industrial production, which is largely dominated by cheap labor, for example Eastern Europe and Asia.
