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Lesson15CompetencyBasedHRM_Training - LESSON 15 COMPETENCY...

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LESSON 15 COMPETENCY BASED HRM / TRAINING Friends, After reading previous lessons of this unit now you have understood the various steps in systematic training process and Training needs Identification process. The modern Industry practices of HRM and HRD Competency based HRM plays a crucial role. After reading this lesson you will be able to 1. Explain you what is Competencies, 2. What is competency based HRM, 3. How is helps in HRD and Training process. 4. Have knowledge of overview of Development and Application to Public and Private Sectors. Competencies Competencies and competency-based human resources management (CBHRM) are in common practice in many private sector areas and on the rise in many Canadian federal government departments and agencies. While organizations have used the idea of competencies for over fifty years, the expansion of the competency movement within the private sector and, now, into the public one, has resulted in a proliferation of definitions, tools, models and applications. All of which are not universally understood and applied. This paper is a review of the competency literature and an attempt to shed some additional light on the field. It addresses some of the issues associated with the validity and quality of CBHRM implementation. It outlines the pros and cons of competency use through a discussion of the efficacy of competency models and the advantages and disadvantages of CBHRM. The findings of the paper suggest CBHRM is most effective when competencies are linked closely to proven strategic planning processes and measurable organizational performance standards. In the current planning environment of the public sector, there is a concern that CBHRM may reinforce inappropriate HRM approaches and, therefore, not support the broader objectives of the government of Canada in the areas of globalization, social diversity, governance, and the knowledge economy. More work remains to be done to validate competency utilization in the Canadian federal public sector.
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Introduction This paper examines competencies and competency use in competency-based human resource management (CBHRM). Considerable confusion has arisen with respect to the use of competencies in both the private and public sectors. Several researchers (Antonacopoulou & Fitzgerald, 1997; Austin et al., 1996; Lado & Wilson, 1994) have expressed concern about the lack of clarity with respect to specific competency issues. What follows is a discussion of these issues and an exploration and clarification of their respective roles in the strategic management of human resources in the public sector. The paper is intended to be a general inquiry into the competency movement, assessing current and historical practices and theoretical underpinnings, ultimately identifying key issues in the use of competency-based models in the public sector. Given the problematic nature of strategic human resources management in a rapidly changing environment, researching this paper, not surprisingly, uncovered as many questions as it sought to answer.
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