03677nam 2200649 450 991078801830332120230125200111.0(CKB)2670000000608394(EBL)2008394(SSID)ssj0001503530(PQKBManifestationID)11834340(PQKBTitleCode)TC0001503530(PQKBWorkID)11467197(PQKB)11736216(OCoLC)906972765(CaBNVSL)swl00404799(Au-PeEL)EBL2008394(CaPaEBR)ebr11041383(CaONFJC)MIL763375(OCoLC)913798088(CaSebORM)9781606499689(MiAaPQ)EBC2008394(EXLCZ)99267000000060839420180720d2015 uy 0engur|n|---|||||txtccrCompetencies at work providing a common language for talent management /Bruce Griffiths, Enrique WashingtonFirst edition.New York, NY :Business Expert Press,2015.1 online resource (114 p.)Human Resource Management and Organizational Behavior CollectionDescription based upon print version of record.1-60649-968-8 1-60649-969-6 Includes bibliographical references (pages 83-88) and index.1. The underlying principles of competency modeling -- 2. A single competency examined -- 3. Competencies in the context of organizational systems -- 4. Universal competencies: the big six (plus one) -- 5. Case studies and examples -- Notes -- References -- Index.Equips readers to understand, build, and implement competency models as a foundational and integrating element in talent management systems. Readers will understand how competency models have evolved to be the current best practice in defining criteria for all talent management applications such as selection interviews, promotion panels, assessment centers, job descriptions, and learning objectives. Specific guidance is provided in the steps needed to establish a sustainable model, with research results on universal competencies contained in most contemporary models. Also discussed are the challenges and issues in building and implementing models, such as the need for proof of efficiency and effectiveness, that is, reliable measures of competence and proof of validity. Competency models will be placed in the greater context of the complete talent management system needed to effectively recruit, select, orient, train, appraise, reward, motivate, and promote high-performing employees. The most popular competency applications of interviewing, assessment centers, survey-guided development, job modeling, and training criteria are specifically explored and explained. Finally recent case studies bring competencies to life in real organizational settings. Questions for reflection will help readers review and summarize important content in each chapter.Human resource management and organizational behavior collection.1946-5637EmployeesRating ofPersonnel managementCompetency-based educationEmployeesRating of.Personnel management.Competency-based education.658.3125Griffiths Bruce1938-1538950Washington EnriqueMiAaPQMiAaPQMiAaPQBOOK9910788018303321Competencies at work3789501UNINA