Competencies, and human competence itself, are rapidly receiving well-deserved recognition as an essential, required element of business success. Without worker competence and supportive organizational practices and strategies, the strategic outcomes desired by organizations can not be realized. Competencies are helping organizations successfully cope with constant and rapid change.
The Competency Casebook contains 12 detailed case studies which provide a snapshot of how a variety of practitioners conceptualized, created, and implemented competency-driven performance improvement opportunities in their organizations. A variety of mechanisms and approaches are represented by cases drawn from organizations from both the manufacturing and service sectors. The cases include projects from areas such as leadership development, human resource practices, technical and professional training and development, and organization development.
Mindy Hall, in Chapter 9, describes how Rhone-Poulenc-Rorer, a global pharmaceutical corporation, used a competency-based approach to build a development culture across the North America zone of responsibility. Hall tracks for us how competencies were used throughout a five-stage change process. The change process included the following steps: creating a vision; generating energy and enthusiasm for the vision; building support for the change with key individuals; providing a common purpose, direction, and language; and, aligning key human resources systems (including recruitment, performance measurement, rewards, and so forth) to support and reinforce the desired culture.
1998, HRD Press, Inc.
This book is currently out of print.