Can someone share their findings. We map competencies and identify what competencies are required to deliver high performance at various positions in organisations. We also follow it up with various HR initiatives like hiring people with correct competencies, rewarding through competency based pay systems, and by developing competencies through various enabling and educating processes. Have they delivered superior business or sustained high level of performance for organisations?
In my research findings empirically one could authenticate that hiring or talent acquisition has been impacted positively for various businesses. Rest the decision makers have been apprehensive and have not gone full throttle. specifically in reward recognition processes.
Hello Prabakar, I was an HR practitioner years ago, and been in consulting and teaching since then. In my experience from both perspectives I never found an organization that developed any analytics around the impact of their use of competency models in different HR practices in their business results... If you add to that the fact that you would need to set a baseline to measure the impact, or even establish a benchmark to compare with other similar companies, seems to me that your envdeavor is an ambitious one...
However, if anyone progressed along those lines I would more than glad to learn!
Thanks for your sharing. My doctoral thesis was on this hence thought would listen to various other practitioners and their knowledge on the subject. Your remarks are valued. Muchas gustas.
In terms of learning and employee development it has in my organization i.e. Financial sector. The gaps highlighted in the performance review and then also to develop specific category of employees have helped organization achieve goals faster, kept staff motivated and ket their mind open to accept the change which infact is better then sleeping brains performing postman jobs.
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