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p
Man etency
agem
Cra ent:
ck
the C ing
for Oode rgan
i zatio
nal I
App
r mpa
clar oaches
com ify the to ct
conf petenci
Com
p
tale etency
usio e
n. s
nt m man
hav a agem
By e be nagem en
Erni pen com ent
initi t is cen
e Ka ding e cr a tral
han C sk i t ica tive t
e omp ills sho l in ligh s, whic o
and eten rtag t o f the h
a c e.
form roadma ies prov im-
anc p fo ide
man e. Su r eff stan
a cc ec dar
can gement essful c tive per ds
ex e o -
plan ecute t nsures mpeten
, an he c that c y
tion d omp e
al ch guides any mploye
skill al t h b u es
sho lenges e way o siness
add r tage o f ski rgan
re s, ll iza-
und ssed. Th and lea readin
erst e orga d e rsh e ss,
tenc an
y m d and s nizatio ip are
ana
the
co gem ucceed ns that
be v mpetit en in
iewe ion t will be compe-
sho d as f or s lead
rt, c c
stra omp employ arce tal ers in
tegy et ers ent
for c encies d of cho and
omp o ice.
etiti ne righ In
ve a t are
dva
ntag a
e.
o
com rman for ef and a
The first approach is avoidance, which
exec hat e e
disconnected silos, and alternative ap-
o
Another approach acknowledges
ess o ss pl a
rgan an anny
governance. The problem with this
approach is that legitimate disagreement
izati d
exists regarding competencies. Reaching
chal onal
agreement on what a competency
means and how it can be applied
es.
Reaching an integrated approach
We need an approach to competency
management that can reconcile the
Simultaneously, the customer ser- disagreement about meanings and go
vice organization decided to assess beyond avoidance. In this way, differ-
its employees’ skills, and developed a ent answers about competencies can
model that primarily focused on sys- be correct if placed within a strategic
tems and products. The HR function framework. In this view, clarifying
built a leadership model for recruit- competencies requires rethinking
ment and development that focused competency management as involving
on key behaviors of superior per- three strategies, not just one.
formers, while the sales organization The term “competency” is similar
decided to assess its reps on the key in concept to the word “game.” There
customer activities critical for success. are various types of competencies that
Models, tools, and processes were involve different sets of rules, scoring,
built internally as well as purchased. and outcomes. To make sense of com-
These important business initiatives petencies, we first need to start from
incrementally and steadily added up. core business objectives, and work
This bottoms-up approach to com- backwards. As a first step in under-
petencies, by group, function, and standing what competencies mean,
division, eventually led to chaos. there needs to be a more strategic
There was no best practice, standards, view of the business purposes that
or agreement on the approach. This competencies serve.
CHANGE
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pete -
ncy perform
workforce is not adequately prepared
to meet future business goals.
man
A common skills and competency
t
wor nizat rategie ementg schools and universities can help ad-
dress the skills shortage that will affect
k if i
they onal lev s at the
most professions. The U.S. Commerce
Department estimates that in the next
or m wne ly
1.3 million new information technol-
anag d by
ogy workers—about 138,000 per year.
While incompetence is a going-
eme out-of-business strategy, surveys and