Details
Force-fitting employees into a "job box" shortchanges both the employees and the organization, according to David Dubois and William Rothwell. The more effective method is to fit employee talents to the work that must be accomplished. Competency-Based Human Resource Management describes how to reinvent the human resource department so that job competencies, rather than job descriptions, become the foundation for all HR efforts. The authors show HR professionals how to identify the key competencies that distinguish best-in-class performers-or "exemplars"-from average performers and use them as the basis for all HR functions, including planning, recruiting and selecting, training and performance development. This new model of performance management unleashes the power of exemplary performers across all job categories, resulting in enhanced employee satisfaction and significant gains in productivity. With decades of practical HR experience, Dubois and Rothwell recognize that a powerful concept alone cannot transform organizations. Competency-Based Human Resource Management provides a wide variety of planning tools, checklists, worksheets and other practical aids to help HR professionals make the transition from a work-based environment to a competency-based foundation for human resource management.
Figures and Forms
Preface
Acknowledgments
Part 1 Finding a New Focus
1 Why a Focus on Jobs Is Not Enough
2 An Overview of Competency-Based HR Management Practices
Part 2 Understanding Competency-Based HR Management
3 A Need for Implementing Competency-Based HR Management
3 Competency-Based HR Planning
5 Competency-Based Employee Recruitment and Selection
6 Competency-Based Employee Training
7 Competency-Based Performance Management
8 Competence-Based Employee Rewards
9 Competency-Based Employee Development
Part 3 Transitioning to Competency-Based HR Management
10 The Transformation to Competency-Based HR Management
11 Competency-Based HR Management: The Next Steps
Appendix A: Frequently Asked Questions About Competency-Based HR Management
Appendix B: Further Suggestions on Employee Development
Examples of Life-Career Assessment Exercises
Employee Development and Succession Management
Notes
References
Index
William J. Rothwell, PhD, SPHR is professor of learning and performance in the Workforce Education and Development program, Department of Learning and Performance Systems, at the Pennsylvania State University, University Park. In that capacity, he heads up the number-two-ranked graduate program in learning and performance. He has authored, coauthored, edited or coedited 300 books, book chapters and articles. He is also president of Rothwell and Associates, Inc. (see www.rothwell-associates.com). Before arriving at Penn State in 1993, he had 20 years of work experience as a training director in government and in business. He has also worked as a consultant for more than 40 multinational corporations, including Motorola, General Motors and Ford. In 2004, he earned the Graduate Faculty Teaching Award at Pennsylvania State University, a single award given to the best graduate faculty member on the 23 campuses of the Penn State system. His train-the-trainer programs have won global awards for excellence from Motorola University and from Linkage, Inc. His recent books include the Manager's Handbook for Maximizing Employee Potential: Quick and Easy Strategies to Develop Talent Every Day (AMACOM, 2010), Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within, 4th ed. (AMACOM, 2010), Practicing Organization Development, 3rd ed. (Pfeiffer, 2010), Basics of Adult Learning (ASTD, 2009), HR Transformation (Davies-Black, 2008) and Working Longer: New Strategies for Managing, Training, and Retaining Older Employees (AMACOM, 2008). Many of his books have been translated into Chinese, Russian, Vietnamese and Korean. A frequent conference keynoter and seminar presenter in the United States and many other countries, he can be reached by email at wjr9@psu.edu. David D. Dubois, Ph.D., L.P.C. is an internationally respected consultant, author, speaker, life-career counselor, coach and workshop leader. He has more than 30 years of consulting experience with organizations such as Federal Express, the U.S. Postal Service, and Ford Motor Company. He is author of the bestselling Competency-Based Performance Improvement.
“A must read for any manager responsible for change in his or her organization. I have implemented these concepts with my managers and have seen direct results with their strategic thinking and problem resolution skills.”
—Jacquelyn Nunez, Vice President, Group Operations, The Union Labor Life Insurance Co.
“I challenge any HR or training professional to use these methodologies in his or her organization. It will mean a whole new way of partnering with the other functional areas.”
—Kimberly R. Woollard, Vice President, Human Resources, MacDill Federal Credit Union
“A book inexorably linked to post-millennium business success! Best-in-class companies must look beyond profit and head count to drive the world economy and social change. Dubois and Rothewell’s brilliant and pragmatic concepts of competency-based HR systems is one of the foundations of this contemporary approach!”
—Regina M. Sacha, Vice President, Human Resources, FedEx Custom Critical
“A well-researched book with practical application appropriate for a teaching text as well as a professional resource. A well-balanced presentation of theory and practice that acknowledges challenges as well as opportunities. Very readable—a must for the busy HR professional.”
—Edith M. Donahue, PhD, SPHR, consultant; coauthor of Life After Layoff,
