Using competency development tools as a strategy for change in the human resources function: a case study
Article Abstract:
The North American human resources organization of Northern Telecom undertook an 18-month project to develop and implement a competency model and development toolkit in the hope of using them as a facilitator of behavior changes in the department. This initiative involved a senior management training committee which formulated the initial vision for the project and a volunteer design team which was responsible for the translation of the vision into project goals. The design team strived to educate the employees about required behaviors and the human resources staff about the importance of competencies for development. It encouraged involvement from the population to guarantee buy-in and employed different inputs in the development of the content. As a result of the project, there was education about competencies and better awareness of implementation success factors and self-development.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1996
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A competency profile for human resources: no more shoemaker's children
Article Abstract:
The human resources department of the Bank of Montreal developed a competency profile for the position of Human Resources Relationship Manager. The human resources organization undertook this project to gain a deeper understanding of the competency concept and learn how to apply competency models in the alignment of individual performance with business strategy. The competency model was used for the Human Resources Relationship Manager position to help clarify role performance, facilitate communication about the new role and support training and development. As a result of the initiative, the person assigned to the task had a clear sense of role and knew the required knowledge and skills. Employees have been generally supportive of the project after realizing its value to them and the organization.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1996
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Resource Link: re-establishing the employment relationship in an era of downsizing
Article Abstract:
The demise of the employment contract that guaranteed job security at AT&T created a highly distraught and demoralized workforce. The telecommunications giant tried to win back the confidence and commitment of its employees by establishing an internal service unit called 'Resource Link' in 1991. This organization serves as AT&T's in-house employment agency that provides contingent workers to help meet the fluctuating employment needs of the firm's various business units and divisions. It provides value to AT&T organizations by minimizing their employment risk created by their unpredictable or infrequent personnel requirements. Resource Link also adds value to AT&T employees by giving them opportunities for learning and development and increased employment stability.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1995
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