Summary
Contents
Subject index
This thoroughly revised third edition helps human resource managers and professionals understand, develop, manage and map competencies within their organizations. It presents the complete know-how of developing competency framework in detail. In this edition, several chapters have been expanded to provide a greater understanding of business strategies, environmental imperatives and the changing role of HR as a strategic partner. Developed over years of research and consultancy experience, three new chapters on ‘Competency-based Interviewing’, ‘Writing Competencies’ and ‘Competency Framework for Academic Institutions’ have been added.
Formation of a Competency Framework
Formation of a Competency Framework
Competency models are position models which are at the heart of every competency-based HR application. A competency model is a GIGO (garbage in–garbage out) test factory. In spite of timely administration intricacies and sophistication, if the models are not accurate and do not represent the relative position, the purpose of the model is lost. Formation of the competency framework is a 4-step process. Step 5 is a continuous process which can be periodic or aligned with organizational changes.
- Step 1. Define the purpose and performance objectives of a job or position
- Step 2. Identify the competencies and behaviours that predict and describe superior performance in the job
- Step 3. Validate selected competencies
- Step 4. Implement/integrate competencies
- Step 5. Update competencies
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