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TitleCompetency-Based Human Resource Management
ShortDescriptionCompetencies are characteristics individuals have and use to achieve desired performance. This book includes competency-based approaches to recruitment and selection, training, and performance management.
LongDescriptionHuman resource professionals used to be regarded as traffic cops, by themselves and others. Human resources (HR) was all about ensuring compliance with laws and regulations. But now, HR has additional roles, such as helping an organization get the best out of its workforce. Competency-Based Human Resource Management presents a new method for managing that talent. Authors David Dubois and William Rothwell, SPHR, say HR should stop describing jobs and tasks. Instead, HR should focus on the individual characteristics that make top performers exemplary. Traditional job descriptions are becoming obsolete, the authors say, noting that there may be a mismatch between a person's capabilities and his job description, or that the information in the description may be inaccurate. Dubois, a consultant and author, and Rothwell, an HR professor, urge organizations to reexamine jobs not in terms of tasks performed, but in terms of the competencies needed. Competencies are characteristics individuals have and use to achieve desired performance. Knowledge and skills are competencies, but so are self-image, social motives, mindsets, and other traits HR may find tougher to define. The book outlines different models that help describe competencies. It compares traditional indicators of workers' skills (degrees held, past jobs, etc.) with competency inventories covering workers' flexibility, team leadership, and motivation. The book includes competency-based approaches to recruitment and selection. Training for competencies sounds easier than it is, the authors warn. You have to train not only for skills and knowledge, but also for motivation and personality traits, variables that set apart the best performers. The book includes a checklist for deciding whether to use traditional or competency-based training, and outlines approaches for training both individuals and teams. A step-by-step model shows how to make performance management competency-based, from designing the system blue-print, to briefing executives and managers, to testing the system before launching it. Dubois and Rothwell also discuss how to determine whether competency-based HR is appropriate for your organization. They give tips on how to brief senior management, operations management and employees on competency-based HR initiatives. Appendices include assessments to help employees determine whether they are satisfied with their roles.
SourceAuthorDubois, David D.; Rothwell, William J.
ReferenceISBN: 0-89106-174-6, 2004
OrganizationDavies-Black Publishing

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