Competency Models: A Review of Initiatives

The necessity of identification of key talents in company is known in all sectors of economy. Therefore the aim of the paper is based on competency analysis to define key factors leading to talent identification and internalization through competency modelling. Paper characterizes areas of necessary competencies on specific job positions in companies. Their targeting on employee and teams in talent management is revealed. The objective is based on analysis of primary survey conducted on 101 agriculture companies. The data were obtained through manager surveys for which a single manager represented the given company. One-dimensional and multi-dimensional statistics were used to evaluate the data. Based on statistical analyses of required competencies five factors characterizing area of key employee and team development were identified. Those factors are inclusive approach, management support, strategic development, leadership development and integrity. The resultant factors create competency models usable in specified job positions. Limits of the paper is narrow focus on primary sector companies. The results may help surveyed companies in primary sector to set required and necessary competencies for specific areas to identify and develop employees, talents and teams.

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Proposals for Aligning Disaster Health Competency Models

Disaster Medicine and Public Health Preparedness ◽

10.1017/dmp.2013.19 ◽

2013 ◽

Vol 7 (1) ◽

pp. 8-12 ◽

Cited By ~ 6

Author(s):

Kenneth W. Schor ◽

Brian A. Altman

Keyword(s):

Public Health ◽

Workforce Development ◽

Building Blocks ◽

Competency Model ◽

Just In Time ◽

Daily Routine ◽

Test And Evaluation ◽

Competency Models ◽

Response And Recovery ◽

Model Alignment

AbstractTo standardize the key building blocks of disaster health competency models (content, structure, and process), we recommend a reinterpretation of the research, development, test, and evaluation construct (RDT&E) as a novel organizing framework for creating and presenting disaster health competency models. This approach seeks to foster national alignment of disaster health competencies. For scope and completeness, model developers should consider the need and identify appropriate content in at least 4 broad areas: disaster-type domain, systems domain, clinical domain, and public health domain. The whole disaster health competency model should reflect the challenges of the disaster setting to acknowledge the realities of disaster health practice and to shape the education and workforce development flowing from the model. Additional issues for consideration are whether competency models should address response and recovery just-in-time learning and whether the concept of “daily routine doctrine” can contribute to disaster health competency models. The recommendations seek to establish a strategic reference point for disaster competency model alignment within the health workforce.(Disaster Med Public Health Preparedness. 2013;7:8-12)

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NEW WORKFORCE COMPETENCY MODELS Getting the IS Staff Up to Warp Speed

Information Systems Management ◽

10.1080/07399019508962980 ◽

1995 ◽

Vol 12 (3) ◽

pp. 7-12 ◽

Cited By ~ 2

Author(s):

Ronald LeBleu ◽

Roger Sobkowiak

Keyword(s):

Competency Models

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Ontology-Driven Automatic Generation of Questions from Competency Models

The 9th International Conference on Computing and InformationTechnology (IC2IT2013) - Advances in Intelligent Systems and Computing ◽

10.1007/978-3-642-37371-8_18 ◽

2013 ◽

pp. 145-154 ◽

Cited By ~ 2

Author(s):

Onjira Sitthisak ◽

Lester Gilbert ◽

Dietrich Albert

Keyword(s):

Automatic Generation ◽

Competency Models

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Promoting Service Innovation and Knowledge Management in the Hospitality Industry

Disruptive Technology ◽

10.4018/978-1-5225-9273-0.ch063 ◽

2020 ◽

pp. 1308-1335

Author(s):

Kijpokin Kasemsap

Keyword(s):

Knowledge Management ◽

Organizational Performance ◽

Economic Impact ◽

Hospitality Industry ◽

Service Innovation ◽

Business Growth ◽

Economic Changes ◽

New Knowledge ◽

Competency Models ◽

Strategic Goals

This chapter indicates the overview of hospitality industry; the concept of service innovation; service innovation and customer demand; the importance of service innovation in the hospitality industry; the concept of Knowledge Management (KM); the advanced issues of KM in the hospitality industry; competency models in the hospitality industry; and the importance of KM in the hospitality industry. Service innovation has the potential to create the business growth perspectives, to lead markets that have the economic impact, and to bring about the structural and economic changes in the hospitality industry. KM seeks to make the best use of the knowledge that is available to the hospitality industry, while creating new knowledge in the process. The chapter argues that promoting service innovation and KM has the potential to enhance organizational performance and reach strategic goals in the hospitality industry.

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Strategic Leadership Competency Development

Encyclopedia of Strategic Leadership and Management ◽

10.4018/978-1-5225-1049-9.ch104 ◽

2017 ◽

pp. 1495-1520

Author(s):

Paul G. Putman

Keyword(s):

Leadership Competencies ◽

Learning Theories ◽

Future Research ◽

Leadership Roles ◽

Competency Development ◽

Leadership Competency ◽

Innovative Leadership ◽

Broad Concept ◽

Competency Models ◽

Development Approach

Breaking down the broad concept of leadership into competencies can facilitate leaders becoming self-aware of education or development needs to increase their performance. Leadership competencies can be viewed in terms of workplace success as skills that can be developed (Lombardo & Eichinger, 2002; Northouse, 2015). Competencies help organizations set clear expectations about the types of behaviors, capabilities, mind-sets, and values that are important to those in leadership roles” (Conger and Ready, 2004, p. 43). This chapter provides an overview and introduction to competency models. It includes a description of adult learning theories applicable for competency development and effective andragogy (adult education). Included are criticisms regarding leadership competency models. The chapter also includes an example of an innovative leadership competency development approach. The chapter will close with a discussion and recommendations for future research.

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