 |
Competencies must be appropriate for the specific organization. Despite this emphasis on specificity, competency models of competitors within one’s field and leading edge companies in other fields should be reviewed.
Competencies should hold good for many years to ensure that communication to staff and development of staff can be adequately maintained. Some of these companies took up to a year for the communication process and staff had to be given time to learn the competencies. |
|
Competencies provide clear and specific definitions that support the purpose of the organization. |
|
Competencies are fluid as they are affected by the changing work environment. Consequently they have to be reviewed to ensure they reflect the requirements of the organization. |
|
There should be considerable staff involvement and input and, in a unionized environment, the role of the union should be carefully considered when implementing core competencies. |
|
Competencies must be measurable and simple enough to be understood by staff. |
