Develop Organizational Effectiveness and Development
ORGANIZATION DEVELOPMENT AND CHANGE LEADERSHIP is one of eighteen competencies in Workitect's competency model for human resources professionals working in a global environment. The [...]
ORGANIZATION DEVELOPMENT AND CHANGE LEADERSHIP is one of eighteen competencies in Workitect's competency model for human resources professionals working in a global environment. The [...]
To maintain global competitiveness, changing circumstances are demanding global strategic visions and new organizational structures that are conceptualized, articulated and implemented by [...]
Business Meeting --- Image by © 2/Ocean/Corbis From "Practical Questions in Building Competency Models", [...]
Generational changes are occurring in the executive suite as more companies hire chiefs in their late 40s. Generation X is moving [...]
Results Orientation Results Orientation is a competency that is defined as focusing on the desired end result of one’s own or one’s [...]
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.
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?
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.