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Why a focus on jobs is not enough Force-fitting employees to job descriptions leads to unhappy people and substandard performance. For years, HR professionals have struggled with this dilemma. But it doesn't have to be that way. Competency-Based Human Resource Management describes a new model of performance management that matches employee talents to the work that must be done. By focusing on the critical competencies that distinguish star performers, HR professionals can transform the way they recruit, select, train, develop, and compensate top-performing employees.
Competency-based HRM is a methodology adopted by various organizations to assess the current capacity of their resources based on competencies, against the capacity needed to achieve the vision, mission and business goals of the organization. This book comprehensively dwells on all the aspects of competency-based Human Resource Management, and its relevance in various industry verticals. The book has been organized into five chapters—each focusing on the tools and techniques to judge core competencies. Beginning with the fundamental theories and definitions of competency, the book goes on explaining the mapping methods like Repertory Grid, DACUM, competency card sort activity and so on. The book further presents the analytical tools that help to build competency models which help in establishing reliability. Benchmarking competency models and assessment tools are also dealt with in detail. The concluding chapter elaborates competency applications to Human Resource Management in the functional areas of recruitment training and development. The book is interspersed with the Case Studies to add practical insight to the subject. The book serves both as a textbook for management students and as a reference book for working HR professionals.
The journey of HR -- The state of the HR profession -- Credible activist -- Culture & change steward -- Talent manager/organization designer -- Strategy architect -- Operational executor -- Business ally -- Building an HR department -- Summary and implications.
The need for organizations to identify and develop the skills of their workforces has never been greater. Throughout Europe new practices and approaches are being employed to ensure that the real talents and competencies of employees are fully optimized.
An analytics-based approach to competency modelling and assessment as the pivot for HRM Competency Based Human Resource Management presents a practice-oriented approach for building organizational competency at the workplace to achieve organizational goals. Useful for students and practitioners of HRM, this book adequately balances theory and illustrations to elucidate the application of analytics in competency modelling across varied industry domains and verticals. Along with methodology for developing reliable and valid psychometric tools for assessment, the book elaborately covers two most popular approaches—Assessment Centre and 360 Degree—in conjunction with relevant statistical tools. With more than three decades of industry and academic experience, the authors, through this textbook, aim to help readers gain conceptual as well as practical insight into competency modelling, competency assessment and the integration of competency models into HRM. Key Features: • Emphasis on how to design and roll out competency-based HRM applications. • Includes case studies and real-life examples. • Includes crucial post-implementation phase of a competency mapping project.
Businesses worldwide are faced with major challenges related to the progressive (and many times unavoidable) incorporation of information technologies into their processes. Often, organizations don’t suitably react to the new requirements of these technologies, resulting in outdated policies, practices, and strategies. Human Resource Management in the Digital Economy: Creating Synergy between Competency Models and Information is a reference for both practitioners and academics that demonstrates how to implement e-management and competency models in companies. This book offers perspectives on the impact of integrated e-human resource policies and provides recommendations for addressing the shift from traditional human resource policies to new perspectives.
Effective Human Resource Management is the Center for Effective Organizations' (CEO) sixth report of a fifteen-year study of HR management in today's organizations. The only long-term analysis of its kind, this book compares the findings from CEO's earlier studies to new data collected in 2010. Edward E. Lawler III and John W. Boudreau measure how HR management is changing, paying particular attention to what creates a successful HR function—one that contributes to a strategic partnership and overall organizational effectiveness. Moreover, the book identifies best practices in areas such as the design of the HR organization and HR metrics. It clearly points out how the HR function can and should change to meet the future demands of a global and dynamic labor market. For the first time, the study features comparisons between U.S.-based firms and companies in China, Canada, Australia, the United Kingdom, and other European countries. With this new analysis, organizations can measure their HR organization against a worldwide sample, assessing their positioning in the global marketplace, while creating an international standard for HR management.
This edited book is intended to address the need for an updated look at the HRM legal and regulatory environment. Contrary to existing books which address legal issues in HRM from a narrower focus or specific issue (like sexual harassment, performance appraisal or employment termination), this book provides a comprehensive and in-depth look at legal issues, regulations and laws which govern all aspects of human resource management—recruitment, selection, placement, performance management (i.e., employee training and development), benefits and compensation—and specific issues such as job analysis, sexual harassment, and the like. The contributors to this book offer their insight derived from their own research and practical experience with the HRM legal and regulatory environment/world of work. More specifically, the contributors examine, analyze and discuss challenges, issues and opportunities related to HRM legal and regulatory issues and the implications for employees and their organizations while emphasizing the importance of navigating such laws and regulations to the employment cycle and toward sustainable competitive advantage in today’s and tomorrow’s organizations.