The increasing scope of training and development competency

Abstract

Organizations find it increasingly difficult to stay competitive in today’s global economy. Leaders in the workplace are using benchmarking, competency, competency models, and competency studies to help make human resource decisions, such as hiring, training, and promotions. In training and development (T&D), it is helpful for competencies to focus on knowledge, skills and/or abilities. But neither the field of T&D, nor competency within the field, is static. Reported here is a careful review of literature showing the trends in competency over the past three decades in the training and development field, and provides some speculation regarding competencies needed in the near future for professionals in T&D. Two of the most apparent changes in T&D are the shift to performance improvement and the use of technology. Thus the skills, knowledge, and abilities involving these areas will continue to become increasingly necessary for T&D professionals.

The Impact of Training and Development on Employee Performance and Effectiveness: A Case Study of District Five Administration Office, Bole Sub-City, Addis Ababa, Ethiopia

“…According to Garavan (1997) and Berge et al (2002) training is the planned and systematic modification of behavior through learning events, activities and programs which results in the participants achieving the levels of knowledge, skills, competencies and abilities to carry out their work effectively [7] [8]. A formal training program is an effort by the employer to provide opportunities for the employee to acquire job-related skills, attitudes and knowledge [18].…”

Competencies needed by Korean HRD master's graduates: A comparison between the ASTD WLP competency model and the Korean study

“…The competency characteristics identified in these previous studies shared the common features of being context-bound and relating to work skills and to workplace learning. Furthermore, some researchers have noted that technological advance may also revolutionize the workplace situation and affect which competencies are to be adopted (Berge, Verneil, Berge, Davis, & Smith, 2002). Also, competency models are valued because they offer a consistent framework for integrating human capital management systems, and they help align employee actions with common strategic organizational goals (Moinat, 2003).…”

Satisfaction with Knowledge and Competencies: A Multi-Country Study of Employers and Business Graduates

“…This review revealed that that there are many different definitions of business competence, from those that highlight the idea of Knowledge, Skills And Abilities (KSAs), to others that capture personality characteristics such as motives, beliefs and values for further discussion see (Baartman et al, 2007;Berge et al, 2002). Nonetheless, there seems to be a consensus that the term competence encompasses the notion of key skills whilst, at the same time, being broader than such skills.…”

“…Following the literature review, project partners adapted from the literature the following definition of competence, which was later included in the final study questionnaires: "Competencies represent a dynamic combination of knowledge, understanding, skills and abilities" adapted from (Baartman et al, 2007;Belasen and Rufer, 2007;Berge et al, 2002;Gillard and Price, 2005;Nabi, 2003;Palmer et al, 2004;Summers and Summers, 1997).…”