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29.11.2009
Model of employee competencies

Model of employee competencies


As with other types of resources and capabilities, employee competencies have the potential to be sources of competitive advantage. However, to contribute to competitiveness, the competencies must, first and foremost, be aligned with the strategic direction of the organization. What competencies are really needed to realize the strategic goals? What kinds of skills, knowledge, and other characteristics do employees need that will provide the organization a competitive advantage? These types of questions can be challenging for organizations trying to align their strategic intent with employee competencies. An organization may determine that it will compete in its industry through customer service. What does this strategic intent mean for employee competencies? Is quick delivery important, or will quality be emphasized?

The link between the identified competencies and organizational effectiveness is, as depicted by the model, moderated by the context. To be successful, an organizational context that is characterized by constant change requires a different framework for identifying competencies than a context that is stable and very slow to change.

Another important step in regard to employee competencies is their implementation. It is not enough to simply identify the needed competencies, they have to be put into action. Implementing employee competencies requires that they be used as standards which drive employee evaluation and development. If the competencies are really to make a difference in the day-to-day routine of how the work of the organization is performed, they need to be translated into criteria for assessing and developing employees.

Criteria serve to focus attention on what is important in an organization and drive recruitment and selection efforts. Further, they are used as the basis for performance appraisal, often determine compensation levels, and are used as a basis for personnel decisions such as promotion and termination. Criteria can make very real and concrete how an organization will transform itself into its future vision.

The criteria focused on in organizations have important and direct influences on organizational competitiveness and effectiveness. Focusing on the wrong or on deficient criteria may severely affect the performance of an organization and lead to its failure in the marketplace.

Moreover, the criteria can be critical determinants of organizational culture and how the organization is viewed by people outside of the organization.

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References
References

Recruitment for Chapman Freeborn Airchartering

 

Grupa Tempo  carried out for us complex recruitment of our employees.
Owing to the specific character of our branch – aeroplane renting, we were looking for candidates without any experience in that branch, but with predispositions of good selling skills and those who are interested in aviation.
Out of carefully shortlisted candidates we selected employees who still work in our company. They are very commited to their job and show great enthusiasm.

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RafaƂ Gontar - Member of the Board