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Key competencies for a transformed human resource organization: Results of a field study
Author(s) -
Blancero Donna,
Boroski John,
Dyer Lee
Publication year - 1996
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/(sici)1099-050x(199623)35:3<383::aid-hrm6>3.0.co;2-t
Subject(s) - core competency , leverage (statistics) , knowledge management , human resources , key (lock) , field (mathematics) , human resource management , competence (human resources) , business , psychology , computer science , process management , management , marketing , social psychology , artificial intelligence , economics , mathematics , computer security , pure mathematics
As human resource organizations transform, staff competency requirements alter significantly. The question is: to what? The present study attempts to answer this question using data gathered within a single firm and employing a unique future‐oriented, role‐focused methodology. The results suggest a competency model with three parts: a relatively small number of core competencies, an even smaller number of leverage competencies applicable to half or more (but not all) of the roles, and a much larger number of competencies that are role‐specific. This methodology can be readily replicated in an abbreviated form in virtually any organization. © 1996 by John Wiley & Sons, Inc.