HUMAN RESOURCE

Human Resource Development and Knowledge Management

Human Resource Development and Knowledge Management

Introduction

The competancy management model, in concept was first raised by David McClelland in 1973. It is a model that is becoming more valid today, and it has strengthened by the integration of the strengths that promote superb performances. It stresses that each company or organization has characteristics that distinguish them from others, but it also has many factors that enable management to establish similar mechanisms. This unification or standardization of management systems in companies or organizations does not prevent them having the actual capacity to enable them to operate successfully, achieving a strong position in a competitive environment.

Discussion

This capability of competency management model is fully identifiable, which enables organizations to determine what qualities, skills, techniques and knowledge their human capital should possess, in order to achieve outstanding performances.

According to Martha Alles, human resource management is a competency model for aligning the intellectual capital of an organization with its business strategy, providing simultaneously professional development of individuals. It is clear that each organization has a different strategy, so their skills are developed according to the requirements of organization based on its mission and values, and employee's own strength and weaknesses.

The competence approach has become the most useful and efficient model for high performance in the organizations in the last decade. However, it is important to avoid the temptation to apply the approach of improvisational skills, without sufficient preparation and knowledge of contrasting applications.

This compendium provides an overview of competency management systems (GSTP) in organizations, but above all it provides the reader with a structured guide that will let you know in depth the origin and evolution of the model and what are the steps for effective implementation of the same starting from the point of view of strategic vision in business.

There are six integrating units that describe the competency models:

The first drive, describes the basic concepts of competence management, serving as an essential tool for the process of implementation of the model at the stage of awareness, which is a focal point for the organization. Good application of competence management depends largely on the acceptance and success of the establishment of the system (Mankin, 2009, pp. 54).

The second unit, "Implementing Competency Management Model" expands on the objectives and implementation phases of the model and presents a format of how we can develop the dictionary skills of the organization. Two ways for behavioural interview and focused interview, as well as forms of description, and job profile is based on competencies. The intention is that readers count on each unit formats and tangible examples that allow them to create their own tools or adapt to the needs of the organization.

The third unit contains basic methodological framework for the implementation of recruitment and selection subsystem competency, defining phases of the process, the tools used and a procedural format of the process (Lave, & Wenger, 1991).

The fourth unit presents the competency training, and their salient features. It including identifying training needs and as each ...