Competency management in support of organisational change

Abstract

PurposeCompetitive advantage depends largely on the ability to activate and use organisational resources. As a result, the focus in the strategic management, organisational behaviour and human resource management literature has turned to the internal capabilities of organisations including a particular focus on employees' competencies. This paper seeks to analyse and discuss a forward‐looking, dynamic and proactive approach to competency modelling explicitly aligned with strategic business needs and oriented to long‐term future success.Design/methodology/approachThis paper is based on a longitudinal research project sponsored by a leading Greek bank, currently undergoing fundamental corporate restructuring. This paper describes how the competency model was developed and how it facilitated strategy implementation and change by supporting communication, employee understanding of business goals, and the incorporation of new behaviours, roles and competencies in operations.FindingsA forward‐looking and proactive approach to competency modelling is presented and discussed in the context of a large‐scale organisational change. The organisational core competencies required for a business to compete successfully in the banking sector are defined and discussed. The right mix of skills and behaviours that the individuals would need to possess in order to produce and support those core competencies is also analysed and discussed.Originality/valueTraditional approach to competency management, which is analogous to job analysis, focuses on competencies of successful individuals, rather than on competencies that are needed to support an organisation to meet its short‐ or long‐term objectives. It is important to realise that there is a need to shift toward a forward‐looking and proactive approach to competency modelling and present a competency methodology that supports this need.

Avaliação de Competências em uma Instituição Hospitalar: A Visão de Avaliados e Avaliadores

“…Markus, CooperThomas and Allpress (2005) emphasize that the biggest problem in the use of competency models lies in the lack of homogeneity in its definition and also in its amplitude. Vakola, Prastacos and Soderquist (2007) explain that such difficulties are often associated with the process complexity required in order to identify the process of a suitable model to the organizational reality. Fleury and Fleury (2004), point out the great difficulty that companies face in the alignment of competencies and strategies.…”

“…There is a clear need for a prospective and proactive approach of the models, aiming at the possibility for the organization to eliminate and offset competencies that since their identification are deemed obsolete. Similarly, the competencies, if developed in line with the strategy, can be used as powerful tools of communication in order to translate strategies and changes in behavioral terms, which are more easily understood and therefore applicable (Vakola, Soderquist & Prastacos, 2007).…”

“…"Each area has a different reality [...] (Vakola, Soderquist & Prastacos, 2007). The lack of clarity, however, makes it difficult for the management and guidance of the people as to what is expected of them (Fischer, 2002).…”

New Hybrid Multiple Attribute Decision-Making Model for Improving Competence Sets: Enhancing a Company’s Core Competitiveness

“…Human resource policies that align the development of employee capabilities with the company's competitive advantages are critical in the strategic allocation of human resources [1,2]. Consequently, many companies have begun adopting employee competency models as predictors to identify and leverage employee capabilities.…”

Competências empreendedoras : uma avaliação no contexto de Empresas Juniores brasileiras

“…Essas definições foram analisadas utilizando como base as proposições da filosofia da linguagem (Wilson, 2001) Hoffmann (1999); Le Boterf (1994; Murray (2003); Sparrow (1997); Spencer e Spencer (1993); Sparrow e Bognanno (1994); Stuart e Lindsay (1997) ;Vakola, Soderquist e Prastacos (2007) O primeiro componente, presente em quase todas as definições acima mencionadas, refere-se ao conjunto de conhecimentos, habilidades e atitudes mobilizado pelo indivíduo para produzir um desempenho competente (Hoffmann, 1999). Aqui, a definição está nos recursos de entrada requeridos para que o sistema de trabalho possa operar.…”