competence modelling
The Art and Science of
Competency Modeling:
Best Practices in Developing and Implementing Success Profiles
By J. Evelyn Orr, Craig Sneltjes, and Guangrong Dai
• ompetency models
C
create a foundation for integrated talent management systems which are linked to increased shareholder value. Human capital has the potential to differentiate an organization
• xtensive research
E
has identified the leadership competencies required for success – do not reinvent the wheel.
organization’s people, or talent, that will provide a consistent
• or the best result, a
F
competency modeling effort should be sponsored by senior leaders, aligned to organizational strategy and culture, based on research, and integrated into talent management practices.
changes, education shortages, and global labor movement
from its competition. It may well be the single most important differentiator. Competitors can imitate each other’s products, processes or services. Ideas can be copied. What cannot be replicated is the source of the ideas – the people. It is an edge over the competition.
The market for talent is becoming increasingly competitive because talent is not an inexhaustible resource. Demographic are some of the challenges facing organizations in the war for talent (Morel-Curran, 2008). The tension between supply and demand for talent creates a compelling case for strategic HR
– a discipline involving the deliberate and strategic selection, development, deployment, and recognition of top talent.
Research shows that strategic and integrated talent management practices are linked to increased shareholder value. Different experts may call leadership competencies by different names or drill down to different levels of specificity, but the themes, content, and essence of the competencies is essentially the same.
Research shows that strategic and integrated talent management practices are linked to
Competency Modeling:
Best Practices in Developing and Implementing Success Profiles
By J. Evelyn Orr, Craig Sneltjes, and Guangrong Dai
• ompetency models
C
create a foundation for integrated talent management systems which are linked to increased shareholder value. Human capital has the potential to differentiate an organization
• xtensive research
E
has identified the leadership competencies required for success – do not reinvent the wheel.
organization’s people, or talent, that will provide a consistent
• or the best result, a
F
competency modeling effort should be sponsored by senior leaders, aligned to organizational strategy and culture, based on research, and integrated into talent management practices.
changes, education shortages, and global labor movement
from its competition. It may well be the single most important differentiator. Competitors can imitate each other’s products, processes or services. Ideas can be copied. What cannot be replicated is the source of the ideas – the people. It is an edge over the competition.
The market for talent is becoming increasingly competitive because talent is not an inexhaustible resource. Demographic are some of the challenges facing organizations in the war for talent (Morel-Curran, 2008). The tension between supply and demand for talent creates a compelling case for strategic HR
– a discipline involving the deliberate and strategic selection, development, deployment, and recognition of top talent.
Research shows that strategic and integrated talent management practices are linked to increased shareholder value. Different experts may call leadership competencies by different names or drill down to different levels of specificity, but the themes, content, and essence of the competencies is essentially the same.
Research shows that strategic and integrated talent management practices are linked to
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