New competency case studies explore best practice
IRS journal Competency & Emotional Intelligence presents its regular round-up of case studies on current competency practice across a range of organisations.
All case studies are authored by John Warner.
Doncaster Metropolitan Borough Council: Leadership framework kept clear and compact Doncaster Metropolitan Borough Council's two leadership competency frameworks have given a clearer focus to recruitment and development activities, as well as playing a role in performance-related incentives.
Eversheds: No distinction in competency's application Eversheds LLP's behavioural competency framework was introduced to support the annual performance and development review process, but it has grown to inform many other HR processes, including recruitment and selection, and internal promotions decisions.
Hyatt Regency Birmingham: Staff included in an international competency framework Hyatt Regency Birmingham is included in the hotel chain's international competency framework, which comprises core competencies that applyto all staff and leadership competencies that apply only to staff at supervisory levels and above.
Medway Council: User-friendly leadership and employee competencies Medway Council uses behavioural competencies to underpin all HR functions, while technical and professional competences are treated separately and are the responsibility of functional managers with specialist knowledge and responsibilities.
Prudential Property Investment Managers: A common currency for HR processes Prudential Property Investment Managers' management competency framework is being developed to identify workforce skills gaps as property transactions become increasingly complex, requiring skills beyond traditional technical abilities.
Also
Case studies from previous editions of Competency & Emotional Intelligence: Autumn 2005; Summer 2005; Spring 2005; Winter 2004; Autumn 2004; Summer 2004; Spring 2004; Winter 2003; Autumn 2003; Summer 2003 and Spring 2003 .
