Management and leadership: a competency framework to deliver the National Trust's strategy

Management and leadership: a competency framework to deliver the National Trust's strategy Purpose – People need certain skills and behaviours to be effective at work, but if these are not defined, they can become lost in vague generalisations. Competency frameworks set out what is required, and act as a template to check performance. As times change, the competencies required may also change, and in 2007 the National Trust decided it was time for a thorough overhaul. This paper aims to focus on this development. Design/methodology/approach – The process started with a survey, focus groups, and interviews with senior managers across the Trust. The authors then researched what was happening in other organisations, to find the problems and the successes, in order to design the best and most appropriate new competency framework. Findings – It was found that there was a tension between immediate needs and building for the future, and a need for more collaboration between functions. Research limitations/implications – Competency frameworks can be criticised as backward looking, concentrating on skills and behaviours that were needed in the past but not in the future. Originality/value – The paper shows that the new National Trust framework addressed the issues involved, and became a dynamic process rather than a static template. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial and Commercial Training Emerald Publishing

Management and leadership: a competency framework to deliver the National Trust's strategy

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Publisher
Emerald Publishing
Copyright
Copyright © 2009 Emerald Group Publishing Limited. All rights reserved.
ISSN
0019-7858
DOI
10.1108/00197850910995746
Publisher site
See Article on Publisher Site

Abstract

Purpose – People need certain skills and behaviours to be effective at work, but if these are not defined, they can become lost in vague generalisations. Competency frameworks set out what is required, and act as a template to check performance. As times change, the competencies required may also change, and in 2007 the National Trust decided it was time for a thorough overhaul. This paper aims to focus on this development. Design/methodology/approach – The process started with a survey, focus groups, and interviews with senior managers across the Trust. The authors then researched what was happening in other organisations, to find the problems and the successes, in order to design the best and most appropriate new competency framework. Findings – It was found that there was a tension between immediate needs and building for the future, and a need for more collaboration between functions. Research limitations/implications – Competency frameworks can be criticised as backward looking, concentrating on skills and behaviours that were needed in the past but not in the future. Originality/value – The paper shows that the new National Trust framework addressed the issues involved, and became a dynamic process rather than a static template.

Journal

Industrial and Commercial TrainingEmerald Publishing

Published: Oct 2, 2009

Keywords: Competences; Skills; Performance management; Charities

References

  • Now Discover Your Strengths
    Buckingham, M.; Clifton, D.O.

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