Mapping
Mapping and Needs Analysis
Specific objectives of WP2 consists in the formal consolidation at project level of a thorough, concise and comprehensive analysis of dynamics of innovative business practices for MSMEs in post-pandemic, most challenging features of implementation for those new business model and practices, most up-to-date, innovative and reliable innovative business practices, knowledge, skills and overall competences that are triggers of new innovative business practices, and instrumental to business’ long-term sustainable competitiveness.
The knowledge consolidated by partners in WP2 will contribute to the following:
- Education, training systems better aligned to the needs of labor market, and closer links to business and the community
- Adapting vocational education and training to labor market needs
- Increasing the flexibility of opportunities in vocational education and training
- Contributing to innovation in vocational education and training
Thanks to evidence emerging from WP2 analysis, partners will consolidate the ground of reference for:
- The pedagogical framework of WP3 and concrete learning outcomes that should be addressed by the training material
- Operational guidelines, lesson learnt to maximise the impact and benefits from the validation of training opportunities addressed by the project
- Good practices targeted at entrepreneurial VET professionals & MSMEs for replicability of reliable training delivery approaches as informed by literature. See case studies / Best Practices
- Recommendations to sustain from a policy perspective microenterprises competitiveness and staff well being
Executive Summary
Work Package 2 - Activity 2.3
Summative Operational Matrix
| Download XLSX | EMERGING COMPETENCES AS PER WP2 | |||||
|---|---|---|---|---|---|---|
| Digital Skills | HR & Leadership | Green Skills | Soft & Operative Skills | Entrepreneurial & Innovation Competences | ||
OPERATIONAL AREAS |
A1. Building a Positive Work Environment | Digital competences are essential to create inclusive and connected work environments. The use of collaborative tools, digital communication platforms, and shared digital workspaces enables transparency, accessibility, and mutual support among teams. This enhances a sense of belonging and inclusion, especially in dispersed or hybrid settings. | A positive work environment is rooted in effective HR processes and value-driven leadership. Competences in this area enable managers to shape team culture, build trust and respond to individual and group needs. Supportive leadership and HR policies play a foundational role in reinforcing workplace cohesion and well-being. | Green competences contribute to a shared sense of purpose and responsibility in the workplace. Environmentally conscious decisions, like energy-saving practices or sustainable office habits, help build collective engagement and reinforce a values-based organisational culture. | Communication, empathy, and conflict resolution skills are critical for establishing and maintaining healthy interpersonal dynamics. A workplace that fosters open dialogue and mutual understanding is more resilient, collaborative, and emotionally sustainable. | An entrepreneurial mindset encourages continuous improvement of the work environment. Innovative thinking allows teams to adapt rituals, norms, and routines in ways that promote inclusion, motivation, and creativity. Micro-innovations in how work is organised or recognised can have strong cultural effects. |
| A2. Assessment & Evaluation | Digital competences support the development of dashboards, surveys, and analytics tools that track employee well-being, performance, and organisational climate. These tools offer accessible, real-time data for ongoing improvements and transparency in decision-making. | Evaluating staff well-being and organisational effectiveness requires structured HR processes and leaders who understand what to measure, how to interpret results, and how to respond constructively. Competences in strategic assessment are foundational for any evaluation framework. | Green competences enable the integration of sustainability indicators into performance metrics. This includes assessing carbon footprints, material use, and environmental awareness within the workforce, which are increasingly relevant for responsible MSMEs. | A culture of feedback and evaluation is only effective when supported by good communication, emotional intelligence, and openness to dialogue. These soft skills are key to building psychological safety and participation in assessment processes. | Entrepreneurial competences contribute to defining innovation metrics, tracking adaptive capacity, and aligning performance evaluation with longer-term strategic vision. They help turn assessment into a strategic learning process. | |
| A3. Well-being Strategy Design | Designing a well-being strategy today requires considering digital accessibility and hybrid working norms. Competences in digital tools allow MSMEs to offer online resources, anonymous feedback channels, and remote well-being programs, making support more inclusive and scalable. | A structured strategy depends on HR capacity to coordinate benefits, policies, and training, as well as leadership skills to align well-being with the business mission. Strategic thinking in these areas ensures the approach is sustainable and embedded. | Green environments promote mental and physical health. Designing a well-being strategy that incorporates environmental care—like biophilic design, green commuting incentives, or eco-conscious office practices—boosts employee satisfaction and identity. | Co-designing well-being policies with staff requires listening, empathy, and facilitation competences. A participatory process grounded in soft skills ensures higher acceptance, relevance, and adaptability of the strategy. | Creative design approaches and an innovation mindset help MSMEs develop tailored well-being initiatives. This may include novel incentive systems, blended delivery methods, or informal recognition practices that suit micro-enterprise contexts. | |
| A4. Implementating Well-being Strategy | Digital competences are crucial for operationalising well-being and HR strategies. From scheduling platforms and e-health tools to employee engagement apps, digital proficiency allows teams to implement plans efficiently and monitor them in real-time, even in small-scale settings. | Leadership plays a decisive role in embedding new routines into everyday work life. HR competences support the consistent rollout of programs, clarify responsibilities, and foster accountability, ensuring well-being becomes an integrated part of organisational practice. | Turning environmental intentions into practice requires practical know-how—waste sorting, energy-saving routines, and sustainable procurement are just a few examples. Green competences enable teams to make sustainability actionable. | Change management relies heavily on communication, negotiation, and trust-building. Soft skills facilitate the smooth adoption of new systems, help reduce resistance, and promote collective ownership of change processes. | Implementation often involves trial and error. Entrepreneurial thinking supports iteration, risk management, and flexibility—all of which are necessary to refine new practices and make them viable for the specific needs of MSMEs. | |
| A5. Employees Development Programmes | Digital learning tools open new pathways for continuous development. Online courses, simulations, and blended learning solutions allow MSMEs to offer scalable, cost-effective skill enhancement without major disruption to operations. | Effective employee development depends on strategic workforce planning, growth-oriented HR policies, and managers who can coach, mentor, and build capacity within their teams. Leadership is key to nurturing long-term employee potential. | Green transitions require workforce upskilling in areas such as energy efficiency, sustainable production, and circular economy thinking. Equipping employees with green competences prepares them to contribute actively to a company’s sustainability journey. | Core transversal skills—such as critical thinking, collaboration, and resilience—are essential for employees to evolve alongside their roles. Soft skill development strengthens both individual growth and team performance. | Fostering entrepreneurial competences empowers employees to take initiative, solve problems creatively, and contribute to business improvement. This creates a more agile and responsive organisation over time. | |
| A6. Sustainability in Well-being | Digital systems help institutionalise well-being through continuous data collection, evaluation, and reporting. Competences in data literacy and digital tools support agile adaptation and ongoing improvement of initiatives. | Long-term success in well-being depends on HR’s ability to systematise practices and leadership’s commitment to model and reinforce them. Embedding well-being into performance appraisals, policies, and strategic plans ensures its sustainability. | Environmental sustainability supports staff health and morale. Green competences allow organisations to connect environmental practices with well-being indicators, creating synergies that reinforce both agendas. | Reflective practice, continuous learning, and adaptive thinking are needed to evaluate and evolve well-being measures over time. Soft skills ensure that feedback loops function effectively and constructively. | Sustaining well-being means staying responsive to changing staff needs. Entrepreneurial competences allow organisations to experiment, pivot, and innovate to maintain relevance and impact. | |
| UPDATED CURRICULUM - NEW STRUCTURE OF TRAINING MODULES | |||||
|---|---|---|---|---|---|
| MODULE 1 – Enabling a Digitally Empowered and Inclusive Work Environment | MODULE 2 – Evaluating Well-being, Sustainability and Organisational Readiness | MODULE 3 – Co-Designing Strategic and Sustainable Well-being Pathways | MODULE 4 – Operationalising Innovation and Well-being Strategies | MODULE 5 – Empowering People through Competence Development | MODULE 6 – Sustaining Innovation, Impact and Organisational Well-being |
| Unit 1.1 Creating a Value-Driven and Digitally Inclusive Workplace Culture | Unit 2.1 Staff Well-being and Organisational Climate Assessment | Unit 3.1 Strategic Planning and Well-being Programme Design | Unit 4.1 Translating Well-being Strategies into Daily Business Practice | Unit 5.1 Building Entrepreneurial Leadership and Self-Driven Growth | Unit 6.1 Building Sustainable Workplaces through Digital and Green Practices |
| Unit 1.2 Leadership for Motivation, Equity and Digital Collaboration | Unit 2.2 Business and ESG Audit Tools for MSMEs | Unit 3.2 Engaging Employees through Co-Creation and Communication | Unit 4.2 Practical Tools to Monitor and Adjust Operational Impact | Unit 5.2 Developing Team Capacities and Skills for Collaboration | Unit 6.2 Evaluating Impact and Iterating Strategies for the Long Term |
| Unit 1.3 Team Communication, Trust and Conflict Resolution in Hybrid Environments | Unit 2.3 Interpreting Evaluation to Align Staff Well-being and Business Performance | Unit 3.3 Planning Competence-Oriented Training Aligned to MSME Needs | Unit 4.3 Managing Organisational Change and Overcoming Implementation Barriers | Unit 5.3 Designing and Managing Personalised Upskilling Pathways | Unit 6.3 Quality Assurance and Organisational Learning for MSMEs |
