Raising the Bar: Using Competencies to Enhance Employee Performance : a Research Project |
From inside the book
Results 1-3 of 6
Page 20
... strategic business unit and department level . Organizations with more than 10,000 employees are significantly more likely than organizations with 101 to 5,000 employees to define competencies at the organi- zation level or band ( e.g. ...
... strategic business unit and department level . Organizations with more than 10,000 employees are significantly more likely than organizations with 101 to 5,000 employees to define competencies at the organi- zation level or band ( e.g. ...
Page 26
... Strategic Business Unit and Department Levels ORGANIZATION LEVEL Vision / communicate Accountability / commitment / integrity Global / teamwork Passion for excellence • Effectively articulates business vision , mission and goals with ...
... Strategic Business Unit and Department Levels ORGANIZATION LEVEL Vision / communicate Accountability / commitment / integrity Global / teamwork Passion for excellence • Effectively articulates business vision , mission and goals with ...
Page 32
... business unit's and company's customers to the solutions they require , and ... strategic and customer satisfaction objectives by specifying and implement ... business impact vs. narrower function - specific targets ( e.g. , buying the ...
... business unit's and company's customers to the solutions they require , and ... strategic and customer satisfaction objectives by specifying and implement ... business impact vs. narrower function - specific targets ( e.g. , buying the ...
Contents
USING COMPETENCIES | 2 |
Methodology | 10 |
American Compensation Association 5 Building Competency Models | 19 |
Copyright | |
1 other sections not shown
Common terms and phrases
achieve ADDITIONAL SURVEY DATA APPENDIX B Cont'd application questionnaires applications in place business strategy Business unit cations Clerical/administrative common criteria compe compensation applications competen competency assessment competency models Competency-based applications competency-based HR applications Competency-based program Content Validation customer satisfaction development plan Differentiate services discussions with supervisors early to tell Electronic mail/bulletin boards employee development Employee statements ensure FIGURE goals Hay Group human resources identified impact implement individual contributor Individual discussions industry Interactive software job or role Knowledge areas Large group meetings leadership Mailings to homes ment multirater needs Newsletters/communication bulletins objectives Opportunity Gaps Organization Size organizational overall Pennzoil Co performance appraisal Performance behaviors performance management Personal attributes petencies petency-based processes Production/operations proficiency Respondents indicated salary increase sample skill Small group meetings Special brochures/manuals staffing applications team members Telephone hotline tencies Tier tion Towers Perrin training and development validation Video presentations work-force planning work/job