Competencies at Work: Providing a Common Language for Talent ManagementCompetencies At Work will equip readers to understand, build, and implement competency models as a foundational and integrating element in talent management systems. Readers will understand how competency models have evolved to be the current best practice in defining criteria for all talent management applications such as selection interviews, promotion panels, assessment centers, job descriptions, and learning objectives. Specific guidance is provided in the steps needed to establish a sustainable model, with research results on universal competencies contained in most contemporary models. Also discussed are the challenges and issues in building and implementing models, such as the need for proof of efficiency and effectiveness, that is, reliable measures of competence and proof of validity. Competency models will be placed in the greater context of he complete talent management system needed to effectively recruit, select, orient, train, appraise, reward, motivate, and promote high-performing employees. The most popular competency applications of interviewing, assessment centers, survey-guided development, job modeling, and training criteria are specifically explored and explained. Finally, recent case studies bring competencies to life in real organizational settings. Questions for reflection will help readers review and summarize important content in each chapter. |
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Competencies at Work: Providing a Common Language for Talent Management Enrique Washington,Bruce Griffiths No preview available - 2015 |
Competencies at Work: Providing a Common Language for Talent Management Bruce Griffiths,Enrique Washington No preview available - 2015 |
Common terms and phrases
accepted accounting principles action learning Active Listening agenda Andragogy Assertiveness assessment center best practice Big Six candidates Chemical Bank coaching Communications Skills company’s CompetencyBased context core creative criteria David McClelland decisionmaking define definition developmental differentiate direct reports Drive and Energy EBITDA effective performance emotional intelligence ensure essential evaluation example experience expertise explore feedback GAAP highperformance hiring HiTeck’s human resources identify important included individual competencies Influence integrate job model knowledge leaders leadership development learning objectives levels Lipscomb University Malcolm Knowles measure motivation needed organization’s organizational Organizing and Planning participants performance appraisal performance management Piper position potential Presentation Skills Problem Solving professional proficiency Relationship Building relevant competencies reliable simulation six competencies Solving and Decision specific Starwood strategy subset of competencies success profile supervisor survey talent acquisition talent development talent management systems talent pipeline understanding universal competency workshop