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A guide to developing a competency‐based performance‐management system

A guide to developing a competency‐based performance‐management system strengths complement those of other employees and why that is important to achieving individual and collective success. By utilizing the strengths of individuals and teaching them to work cohesively, you will then be able to focus on developing the skills and behaviors employees need to be successful in your marketplace. A number of organizations have attempted to build competency-based programs that require all employees to be strong in all skills. Such a program is likely to fail because it simply does not reflect the reality that all people do not have the same skills and interests. Fundamentally, all people will be expected to have certain core competencies and behaviors, and certain roles will be expected to have specific skills and expertise. However, by recognizing individual differences and strengths while at the same time teaching employees interdependence, alignment, and the ability to work cohesively, the collective output will be much greater than that of individuals working independently. Another benefit of establishing a competency-based performance-management system is that the organization delineates the performance criteria for each level so that employees know what competencies must be mastered in order to be considered for advancement. Companies that establish a competency-based performance-management system http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Employment Relations Today Wiley

A guide to developing a competency‐based performance‐management system

Employment Relations Today , Volume 30 (3) – Sep 1, 2003

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Publisher
Wiley
Copyright
© 2003 Wiley Periodicals, Inc.
ISSN
0745-7790
eISSN
1520-6459
DOI
10.1002/ert.10095
Publisher site
See Article on Publisher Site

Abstract

strengths complement those of other employees and why that is important to achieving individual and collective success. By utilizing the strengths of individuals and teaching them to work cohesively, you will then be able to focus on developing the skills and behaviors employees need to be successful in your marketplace. A number of organizations have attempted to build competency-based programs that require all employees to be strong in all skills. Such a program is likely to fail because it simply does not reflect the reality that all people do not have the same skills and interests. Fundamentally, all people will be expected to have certain core competencies and behaviors, and certain roles will be expected to have specific skills and expertise. However, by recognizing individual differences and strengths while at the same time teaching employees interdependence, alignment, and the ability to work cohesively, the collective output will be much greater than that of individuals working independently. Another benefit of establishing a competency-based performance-management system is that the organization delineates the performance criteria for each level so that employees know what competencies must be mastered in order to be considered for advancement. Companies that establish a competency-based performance-management system

Journal

Employment Relations TodayWiley

Published: Sep 1, 2003

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