Competancy Model
Running Head: Competency Model
The Standard Competency Model Michael D. Reilly September 30, 2012
The Standard Competency Model Abstract
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This paper examines whether a standardized competency model can be applied to an organization such as the fictitious Barker Foods. The case study established the foundation for the perception one was needed by the Human Resource (HR) director, Ann Baxter. Some of Barker’s executive leadership is resistant to the idea, while others fully supported the concept. In fact the CFO informed Baxter that any attempt to implement such a strategy would undermine the spirit of entrepreneurship the Baxter needs more of (Morrison, 2007). The learnings of BUS669 and additional research will support why a competency model can effectively be applied to an organization such as Barker Foods, provided it is properly developed and implemented.
The Standard Competency Model Discussion
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A competency model can exist at Barker Foods. In order for this to occur, several obstacles must be overcome to effectively implement a model which will support the growth the organization has experienced and maintain the necessary vision commensurate with the challenges ahead of it. One of these obstacles involves the mindset of multiple senior leaders, specifically the premise that a model will over define the capabilities a leader should possess, especially when the firm is facing various challenges in the market place. Many were of the opinion that such a model could negatively impact the spirit of entrepreneurship and innovation and inhibit any flexibility that is necessary for grooming candidates within their units (Morrison, 2007). According to Morrison (2007), many senior executives wanted to avoid specific details. Their idea of a competency framework focused on values like “commitment” and “respect” not specific behaviors in those categories. According to Markus, Cooper-Thomas and Allpress (2005), behavioral repertories are part of the
The Standard Competency Model Michael D. Reilly September 30, 2012
The Standard Competency Model Abstract
2
This paper examines whether a standardized competency model can be applied to an organization such as the fictitious Barker Foods. The case study established the foundation for the perception one was needed by the Human Resource (HR) director, Ann Baxter. Some of Barker’s executive leadership is resistant to the idea, while others fully supported the concept. In fact the CFO informed Baxter that any attempt to implement such a strategy would undermine the spirit of entrepreneurship the Baxter needs more of (Morrison, 2007). The learnings of BUS669 and additional research will support why a competency model can effectively be applied to an organization such as Barker Foods, provided it is properly developed and implemented.
The Standard Competency Model Discussion
3
A competency model can exist at Barker Foods. In order for this to occur, several obstacles must be overcome to effectively implement a model which will support the growth the organization has experienced and maintain the necessary vision commensurate with the challenges ahead of it. One of these obstacles involves the mindset of multiple senior leaders, specifically the premise that a model will over define the capabilities a leader should possess, especially when the firm is facing various challenges in the market place. Many were of the opinion that such a model could negatively impact the spirit of entrepreneurship and innovation and inhibit any flexibility that is necessary for grooming candidates within their units (Morrison, 2007). According to Morrison (2007), many senior executives wanted to avoid specific details. Their idea of a competency framework focused on values like “commitment” and “respect” not specific behaviors in those categories. According to Markus, Cooper-Thomas and Allpress (2005), behavioral repertories are part of the
References: Competency Models (2012). Retrieved September 26, 2012 from : 7 http://post.blackboard.com/@@/10B9310EDB565DE6389895EA69E350DB/cour ses/1/BUS669.901285009801/content/_945378_1/embedded/Competancy%20Mo dels.pdf. HesselBein, F. & Goldsmith, M. (2006). The leader of the future 2. San Francisco: Jossey-Bass. Markus, L. H., Cooper-Thomas, H. D., & Allpress, K. N. (2005). Confounded by Competencies? An Evaluation of the Evolution and Use of Competency Models. New Zealand Journal Of Psychology, 34(2), 117-126. Morrison, M., (2007). The Very Model of a Modern Senior Manager. Harvard Business Review, 85(1), 27-39.