Develop Results-Driven Leaders
Results Orientation Results Orientation is a competency that is defined as focusing on the desired end result of one’s own or one’s unit’s work; setting challenging goals, focusing effort on [...]
The Benefits of Competency Based HR Applications
What value is added when human resource applications are built on a foundation of job competency models? Career Pathing and Retention Job Competency Models provide detailed maps for existing employees [...]
Developing the Persuasive Communications Competency
From Workitect's Competency Development Guide, a 280-page resource guide for developing thirty-five competencies. Definition: The ability to plan and deliver oral and written communications that are impactful and persuasive with [...]
“How to Do HR Right” – FastCompany
Five recommendations from FastCompany article "Why We Hate HR" for improving the effectiveness of HR: Say the right thing, Measure the right thing, Get rid of the 'social workers', Serve the business, Make value, not activity.
Why Do Some Executives Hate HR?
IN A KNOWLEDGE ECONOMY, COMPANIES WITH THE BEST TALENT WIN. AND FINDING, NURTURING, AND DEVELOPING THAT TALENT SHOULD BE ONE OF THE MOST IMPORTANT TASKS IN A CORPORATION. SO WHY DOES HUMAN RESOURCES DO SUCH A BAD JOB — AND HOW CAN WE FIX IT?
Seven Steps to Developing a Competency
Acquiring competencies has seven steps: (1) identification of the required competencies, (2) self-assessment, (3) observation and study, (4) practice, (5) feedback, (6) goal-setting, and (7) on-the-job support.
The Business Case for Competencies – Part Two
To get a sense of how business and human resources strategy might impact decisions about competency applications, companies were asked to state their primary business strategy objectives, how their HR strategies support these objectives and the intended purpose of implementing competency-based applications. Many of the findings apply to today and can provide insight into the challenges and opportunities facing organizations that are implementing competency frameworks and applications.
The Business Case for Competencies
In 1996, to get a sense of how business and human resources strategy might impact decisions about competency applications, companies were asked to state their primary business strategy objectives, how their HR strategies support these objectives and the intended purpose of implementing competency-based applications. Many of the findings also apply to today and can provide insight into the challenges and opportunities facing organizations that are implementing competency frameworks and applications.