Art and Science of Competency Models Pinpointing Critical Success Factors in Organizations

ISBN-10: 0787946028

ISBN-13: 9780787946029

Edition: 1999

List price: $77.00 Buy it from $8.75
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Description: How Do You Ensure that Employees Are Doing the Right Things? Many of us ask, "What does it take to do a job well?" and stop there. But there's more to it than that. What skills and knowledge are necessary for effectiveness in a certain job? Does the employee have the appropriate skills and knowledge, or is some kind of training necessary? Are these job expectations aligned with the culture and strategy of the organization as a whole? These questions are essential to performance improvement efforts. And competency modeling is designed to help you find answers to questions such as these. A competency model is . . . a descriptive tool that identifies the skills, knowledge, personal characteristics, and behaviors needed to effectively perform a role in the organization and help the business meet its strategic objectives. From the authors of the best-selling book The Art and Science of 360? Feedback comes this guide to the design and implementation of competency models. "The authors have taken competency modeling out of the domain of academics and social scientists by creating a practical 'how-to' work that clearly and simply explains the steps in developing and using competency models. I recommAnd this book to anyone whose job includes the pinpointing and sharpening of relevant competencies, for themselves or for others." --Scott B. Parry, chairman, Training House "Lucia and Lepsinger have demystified competency models and put in the hands of the reader a blueprint for developing meaningful recruiting, performance measurement, and succession planning systems. They succeed with a straightforward, pragmatic style, using actual examples that make the book an easy read." --Frank Ashen, senior vice president, New York Stock Exchange Get the Results You Expect! Competency models are a means of ensuring that your investment in your employees will yield the expected results. The popularity of competency modeling is steadily increasing: human resource pro You'll use this cutting-edge guide to: Clarify job and work expectations Hire the best available people Maximize productivity Enhance a 360? feedback process Align behavior with organizational strategies and values Adapt to change

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Book details

List price: $77.00
Copyright year: 1999
Publisher: John Wiley & Sons, Incorporated
Publication date: 7/2/1999
Binding: Hardcover
Pages: 224
Size: 6.25" wide x 9.25" long x 1.00" tall
Weight: 0.880
Language: English

Richard Lepsinger is president of OnPoint Consulting. He is coauthor of three books, including Flexible Leadership: Creating Value by Balancing Multiple Challenges and Choices, The Art and Science of 360 Degree Feedback, first edition, and The Art and Science of Competency Models.Anntoinette D. Lucia is president of West End Consulting, Inc. She is the coauthor of two books, The Art and Science of 360 Degree Feedback, first edition and The Art & Science of Competency Models.

ANNTOINNETTE D. LUCIA and RICHARD LEPSINGER are managing partners of Manus, a Right Management Consultants company that specializes in helping organizations implement business strategies. Their consulting work has included facilitating organizational change; team building for senior management teams; linking human resource plans to strategic plans; ensuring the integration of teams following mergers; designing, conducting, and evaluating executive and management development programs; developing competency models; and using feedback systems to help individual executives improve their effectiveness. They have worked with managers and management teams at Coca-Cola, Allied Signal, Northwestern Mutual Life, Chase Manhattan Bank, KPMG Peat Marwick, MCI, the New York Stock Exchange, Prudential, PaineWebber, Subaru of America, Bayer Pharmaceuticals, Pfizer, and Union Carbide, among others. Lucia and Lepsinger are co-authors of the best-selling book The Art and Science of 360? Feedback, published by Jossey-Bass/Pfeiffer.

List of Exhibits
Preface
The What, Why, and How of Competency Models
A Closer Look at Competency Models
What Business Needs Can Competency Models Address?
Who Invented the Competency Model?
From Theory to Practice: Translating Competency Models into Action
Concluding Remarks
How Competency Models Can Enhance HRM Systems
Benefits of Using a Competency-Based Selection System
Benefits of Using a Competency-Based Training and Development System
Benefits of a Competency-Based Performance Appraisal System
Benefits of Using a Competency-Based Succession Planning System
How Are Organizations Using Competency Models?
Concluding Remarks
Competency Models: Laying the Groundwork
Benefits of Planning
Determine Objectives and Scope
Clarify Implementation Goals and Standards
Develop an Action Plan
Identify Individuals at Various Performance Levels
Pitfalls to Avoid
Concluding Remarks
Developing a Competency Model from Scratch
Determine Data Collection Methodology
Collect Data
Direct Observation of Incumbents
Develop an Interim Competency Model
Pitfalls to Avoid
Concluding Remarks
Finalizing and Validating Competency Models
Test the Competency Model
Analyze the New Data and Refine the Model
Validate the Competency Model
Finalize the Model
Concluding Remarks
Integrating Competency Models into HRM Systems
Implementing a Competency-Based Selection System
Implementing a Competency-Based Training and Development System
Implementing a Competency-Based Appraisal System
Implementing a Competency-Based Succession Planning System
Concluding Remarks
Communicating Purpose and Gaining Commitment: Selling the Idea to Others in Your Organization
Becoming an Effective Advocate
Identifying Key Stakeholders and Expected Levels of Support
Four Common Reasons for Lack of Commitment
Prepare a Plan of Approach
Common Objections to Competency Models
Concluding Remarks
Validated Generic Competency Models
Leadership and Managerial Practices
Sales Competency Model
Position-Specific Competency Models
Competency Definitions for Finance Employees
Competency Definitions for a Branch Technical Liaison
Competency Definitions for a New Associate in a Law Firm
Competency Definitions for a Research Associate in a Consulting Firm
Competency Definitions for an Automobile Sales Consultant
References
About the Authors
Index
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