Available:*
Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010229398 | HF5549.5.R3 L82 1999 | Open Access Book | Book | Searching... |
Searching... | 30000010229399 | HF5549.5.R3 L82 1999 | Open Access Book | Book | Searching... |
On Order
Summary
Summary
How Do You Ensure that Employees Are Doing the Right Things?
Many of us ask, "What does it take to do a job well?" and stopthere. But there's more to it than that.
What skills and knowledge are necessary for effectiveness in acertain job? Does the employee have the appropriate skills andknowledge, or is some kind of training necessary? Are these jobexpectations aligned with the culture and strategy of theorganization as a whole?
These questions are essential to performance improvementefforts. And competency modeling is designed to help you findanswers to questions such as these.
A competency model is . . . a descriptive tool that identifiesthe skills, knowledge, personal characteristics, and behaviorsneeded to effectively perform a role in the organization and helpthe business meet its strategic objectives.
From the authors of the best-selling book The Art and Science of360° Feedback comes this guide to the design andimplementation of competency models.
"The authors have taken competency modeling out of the domain ofacademics and social scientists by creating a practical 'how-to'work that clearly and simply explains the steps in developing andusing competency models. I recommAnd this book to anyone whose jobincludes the pinpointing and sharpening of relevant competencies,for themselves or for others."
--Scott B. Parry, chairman, Training House
"Lucia and Lepsinger have demystified competency models and putin the hands of the reader a blueprint for developing meaningfulrecruiting, performance measurement, and succession planningsystems. They succeed with a straightforward, pragmatic style,using actual examples that make the book an easy read."
--Frank Ashen, senior vice president, New York StockExchange
Get the Results You Expect!
Competency models are a means of ensuring that your investmentin your employees will yield the expected results. The popularityof competency modeling is steadily increasing: human resourceproYou'll use this cutting-edge guide to:
* Clarify job and work expectations
* Hire the best available people
* Maximize productivity
* Enhance a 360° feedback process
* Align behavior with organizational strategies and values
* Adapt to change
Author Notes
Anntoinette D. Lucia and Richard Lepsinger are managing partners of Manus, a Right Management Consultants company that specializes in helping organizations implement business strategies. Their consulting work has included facilitating organizational change; team building for senior management teams; linking human resource plans to strategic plans; ensuring the integration of teams following mergers; designing, conducting, and evaluating executive and management development programs; developing competency models; and using feedback systems to help individual executives improve their effectiveness.
Table of Contents
| List of Exhibits | p. xi |
| Preface | p. xiii |
| 1. The What, Why, and How of Competency Models | p. 1 |
| A Closer Look at Competency Models | p. 2 |
| What Business Needs Can Competency Models Address? | p. 9 |
| Who Invented the Competency Model? | p. 15 |
| From Theory to Practice: Translating Competency Models into Action | p. 18 |
| Concluding Remarks | p. 20 |
| 2. How Competency Models Can Enhance HRM Systems | p. 21 |
| Benefits of Using a Competency-Based Selection System | p. 22 |
| Benefits of Using a Competency-Based Training and Development System | p. 26 |
| Benefits of a Competency-Based Performance Appraisal System | p. 29 |
| Benefits of Using a Competency-Based Succession Planning System | p. 32 |
| How Are Organizations Using Competency Models? | p. 35 |
| Concluding Remarks | p. 48 |
| 3. Competency Models: Laying the Groundwork | p. 49 |
| Benefits of Planning | p. 50 |
| Step 1 Determine Objectives and Scope | p. 51 |
| Step 2 Clarify Implementation Goals and Standards | p. 55 |
| Step 3 Develop an Action Plan | p. 56 |
| Step 4 Identify Individuals at Various Performance Levels | p. 63 |
| Pitfalls to Avoid | p. 63 |
| Concluding Remarks | p. 65 |
| 4. Developing a Competency Model from Scratch | p. 67 |
| Step 1 Determine Data Collection Methodology | p. 67 |
| Step 2 Collect Data | p. 74 |
| Step 3 Direct Observation of Incumbents | p. 77 |
| Step 4 Develop an Interim Competency Model | p. 80 |
| Pitfalls to Avoid | p. 86 |
| Concluding Remarks | p. 91 |
| 5. Finalizing and Validating Competency Models | p. 93 |
| Step 1 Test the Competency Model | p. 93 |
| Step 2 Analyze the New Data and Refine the Model | p. 98 |
| Step 3 Validate the Competency Model | p. 104 |
| Step 4 Finalize the Model | p. 108 |
| Concluding Remarks | p. 111 |
| 6. Integrating Competency Models into HRM Systems | p. 113 |
| Implementing a Competency-Based Selection System | p. 113 |
| Implementing a Competency-Based Training and Development System | p. 120 |
| Implementing a Competency-Based Appraisal System | p. 131 |
| Implementing a Competency-Based Succession Planning System | p. 136 |
| Concluding Remarks | p. 141 |
| 7. Communicating Purpose and Gaining Commitment: Selling the Idea to Others in Your Organization | p. 143 |
| Becoming an Effective Advocate | p. 143 |
| Identifying Key Stakeholders and Expected Levels of Support | p. 144 |
| Four Common Reasons for Lack of Commitment | p. 148 |
| Prepare a Plan of Approach | p. 151 |
| Common Objections to Competency Models | p. 152 |
| Concluding Remarks | p. 158 |
| Resource A Validated Generic Competency Models | p. 163 |
| Leadership and Managerial Practices | p. 163 |
| Sales Competency Model | p. 165 |
| Resource B Position-Specific Competency Models | p. 167 |
| Competency Definitions for Finance Employees | p. 167 |
| Competency Definitions for a Branch Technical Liaison | p. 168 |
| Competency Definitions for a New Associate in a Law Firm | p. 172 |
| Competency Definitions for a Research Associate in a Consulting Firm | p. 175 |
| Competency Definitions for an Automobile Sales Consultant | p. 179 |
| References | p. 183 |
| About the Authors | p. 185 |
| Index | p. 187 |
