Purpose The purpose of this paper is to trace the development of a competency model in a medium-scale power utility company located in the Midwest USA. Design/methodology/approach The model is developed based on insights drawn from the literature, company documents, and primary interviews with the key company stakeholders. The research process was carried out according to the guidelines of action research methodology. Findings Competencies required for employees were identified and operationally defined. Existing competencies were inventoried and superimposed on the required competencies. Gaps in competency presence and proficiency levels were noticed. The competencies required for effective performance were distributed across different levels in the hierarchy, according to the competency needs of each hierarchical level. Practical implications Attempts to tie these competencies to employee selection, succession planning, performance appraisal, training need assessment, leadership development, etc., are currently ongoing. The case company has also initiated a competency-driven leadership development process. Possible adaptations of this model for similarly placed companies in other sectors are discussed. Originality/value This is an original case study based on primary data, conducted as action research.

Many traditional leadership education paradigms are challenged by the transformational nature of globalization and are limited in application in diverse and complex contexts. In order to address these issues, a new framework must be adopted within higher education leadership programs to educate the next generation of global leaders. This paper introduces a potential framework of learning objectives, reviews strengths and weaknesses of the proposed model, provides sample curricular and co-curricular programs, and discusses recommendations for additional research.

Due to the continued reform of state-owned enterprises (SOEs) in China, SOE leaders face many challenges competing in a rapidly changing global marketplace. Not only are leaders tasked to manage change, but they must also deliver results and increase revenue through human capital. The need for stronger human capital and human resources (HR) must play a stronger role in SOEs by adopting new strategies for talent management.The purpose of this study explores the experiences and perceptions of leader-managers as it relates to talent management in SOEs in China. Upon conducting phenomenological interviews with 11 state-owned companies and 17 leader-manager participants, analysis was completed to determine themes related to leadership-management selection, development, and practices in SOEs in China.Themes emerged from the data analysis including organizational structure and its influence on leader-manager selection; an overview of the leadership pipeline present in SOEs including the recruitment and selection process and succession planning strategies; HR's role within the recruitment and selection process; leadership-management development through experience and other development strategies; influence of Chinese and Western culture and on talent management and leader-manager practices.The findings were synthesized to introduce a proposed talent management model for SOEs in China. The proposed model provides HR practitioners a framework to manage talent within their organizations, in particular in the areas of recruiting, developing, and retaining successful leader-managers within SOEs in China.

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Present health funding models can place onerous pressures on rural health services. Staff may lack the time, resources, access to data, and the expertise needed to complete complex and lengthy funding submissions. This present study describes an innovative capacity-building approach to working with Victorian rural communities seeking to access health care funding through the Regional Health Services Program. This approach used several strategies: engaging stakeholders in targeted rural communities, developing an information kit and running a workshop on preparing submissions to the Regional Health Services Program, facilitating community consultations, and providing ongoing support with submissions. Six rural communities were supported in this way. Four have been funded to date, with a combined annual recurrent budget for new primary health care services of over $2.5 million. Each community has developed a service delivery model that meets the particular needs of their local area. This capacity-building approach is both effective and replicable to other health funding opportunities.