What will key users of a competency model need from it?
The planning of a competency model requires identifying the most important stakeholders and users and considering how they will want to use [...]
How to Successfully Implement a Competency Model
Business Meeting --- Image by © 2/Ocean/Corbis From "Practical Questions in Building Competency Models", [...]
Selecting a HR Application for a Model-Building Project
Competency models have many potential uses – for diverse areas including selection, assessment, development, performance management, training, and planning career paths. Some [...]
When companies select CEOs in their 40s.
Generational changes are occurring in the executive suite as more companies hire chiefs in their late 40s. Generation X is moving [...]
“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?
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.