Wednesday, 17 August 2011

Developing an Effective Workforce using Competency-based Management

The development of an effective work force requires training and experience opportunities for deserving employees. Through the knowledge of the competency structure of the organization, training can be provided to the right person with a concurrent effect on budget control and the proper application of training programs. Special teams can be designed and career development opportunities can be provided to those being considered for increased responsibility as part of a succession plan.

Even pay evaluation can be determined through an analysis of the competencies. Those with similar competency requirements may be qualified for the same pay scale although they are in unrelated jobs. This process may also eliminate the requirement for special initiatives such as pay equity.

While all of this may seem obvious, there is considerable work required by knowledgeable and well-trained people to ensure that the competencies are in fact the correct and valid ones. The definition of the levels of knowledge, skill and ability must be determined for each level in the organization. For example, if communications skills are a core competency required by everyone in the organization, the ability to communicate well will likely differ between the lowest level of employee and the most senior manager. The correct definitions are therefore critical to using the competencies in other human resource management programs.

This post is based on content from 'Competencies: The Core of Human Resource Management' by Suzanne Simpson

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