Designing a competency-based human resources organization
Article Abstract:
New organizing factors require a competency-based method for the development of a high-performing human resources organization. This approach avoids the problems that commonly plague the traditional design methods of functional organization and client-based organization. The competency-based organization requires companies to identify their core competencies and categorize them further into levels of competencies to facilitate prioritization and critical thinking, factors that are crucial to effective organizational decision-making. The competency-based approach to human resources organization also calls for the consideration of different categories of competencies. The three categories of competencies are customer engagement, invention and discovery, and making and delivery. A balance should be attained and maintained among these three. Approaches used by two companies to organize their human resources departments are discussed.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1996
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Developing a Global Leadership Model
Article Abstract:
Most human resource management is based on domestic leadership models, which are inadequate for global leadership. Current global leadership concepts are reviewed and a framework for the development of company-specific competency models is presented.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 2000
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3M's Leadership Competency Model: An Internally Developed Solution
Article Abstract:
3M's executive-level global competency model, which includes 12 competencies and generalized behavioral anchors for each competency, is described. The model was developed by the top corporate executives and a team of in-house professionals.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 2000
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