Employee Competency Management Initiative: A Literature Review

This paper discussed the concept of employee competency management initiatives. The paper highlighted particularly on three competency management initiatives – employee training, workplace mentoring and coaching. The paper is theoretical and as such draws its significance from its focus on the need for flexible and fluid employee competency initiatives given the changing dynamics and features of the work and business environment. This position is also hinged on the observed challenges of change and the imperatives for organizational learning and management re-orientation in line with the shifts in the market and the global community. The study concludes that the adoption and application of competency initiatives should begin with the specific needs of the organization as well as the specification of its goals. The design and features of competency management initiatives such as employee training, workplace mentoring and coaching, premised on the specifications of the organizations own particular experiences and expectations will offer more focus and will be more effective in addressing the organizations own unique or particular challenges and problems

Competency management and the financial results of the foreign subsidiaries of Polish MNCs: The empirical research findings

BACKGROUND: Competency management (CM) is one of the basic subfunctions of HRM, which can significantly affect the results achieved by organizations. This is because the competencies of employees have become the key capital of enterprises and a factor of their success. Research on the relationships between CM and organizational performance results in Polish MNCs creates a research gap due to the object and subject of research. OBJECTIVE: The main goal of the article is to identify the potential regularities that may exist between the advancement level of CM and its composing activities and the company financial performance results. Of particular interest are the relationships that may appear between the studied variables in the context of their relationships with other subfunctions of HRM and the significance of human capital as a competitive factor. METHODS: The research sample includes 200 non-financial business entities with Polish capital, whose headquarters are in Poland, and local subsidiaries are located outside the country. The research was conducted using CATI and CAWI methods. Descriptive and correlation statistics were used to analyze the collected empirical data. RESULTS: Two fundamental regularities are observable. It turns out that the higher the advancement level of activities within CM, and in particular its links with other HRM subfunctions, the better the financial results of enterprises. CONCLUSIONS: The empirical research results lead to the conclusion that human capital is treated as a company’s competitive factor, and CM is of significant meaning to the financial results of the organization.

Employer Branding: O que as melhores empresas têm para atrair seus funcionários

Este artigo analisa a relação entre a marca do empregador – ou employer branding – e o uso de ferramentas de gestão por competências por meio da análise de conteúdo de dados secundários sobre as melhores empresas para se trabalhar do estado do Paraná, do período de 2014 a 2020. A análise abrangeu as quatro melhores empresas de grande porte do Paraná. Os resultados mostraram que há uma relação entre o uso de gestão por competências e uma marca do empregador forte, pois as empresas analisadas utilizam ferramentas de gestão, avaliação, desenvolvimento e reconhecimento para atrair e reter funcionários, sendo este o principal objetivo da marca do empregador. ABSTRACT This paper analyzes the relation between the Employer Branding and the use of competency management tools through the content analysis of secondary data regarding the best companies to work in the state of Paraná from 2014 to 2020. The analysis covered the four best Paraná large companies. The results showed that there is a relation between the use of competency management and a strong Employer Brand, once the companies analyzed use management, evaluation, development and recognition tools to attract and retain employees, which is the main objective of the Employer Branding.

A Systematic Review Of The Impact Of Performance Appraisal Systems And Competency Management Framework On The Performance of Employees In The Telecom Sector

Among themost efficient employee related management practices identified in both the developed and the developing nations is performance appraisal system, which is alsorecognized as a strong motivator for employees. It also enables smooth functioning of managerial decision making, administrative decision making and the employee development. The present study reviews prominent and key studies conducted in recent past systematically in order to assess how organizational performance appraisal systems and competency management frameworks affect employees’ work performance in the telecomsector.

Transforming the Productivity of People in the Built Environment

This chapter explores how we create and support a digitally enabled, agile, competent, and ultimately, productive workforce and determines the key research questions that need to be addressed if Digital Built Britain (DBB) is to provide return on investment and succeed as the catalyst for evolving the manner in which we conceive, plan, design, construct, operate, and interact with the built environment. The proposed vision is a digital competency management ecosystem where interdependent stakeholders are incentivised to work together in coopetition to create, capture, infer, interpret, specify, integrate, accredit, apply, use, monitor, and evolve competence as a working (data) asset. This needs to be in a consistent, objective, explicit, and scalable manner, with end2end transparency and traceability for all stakeholders that overcome the challenges of competency management. Moreover, a core element must be an ecosystem organised around digital infrastructure of competency frameworks and other knowledge sources of competence, so that competency frameworks are in digital operation and dynamic context.