What do you think?
Rate this book
The Art and Science of Competency Models: Pinpointing Critical Success Factors in Organizations
How Do You Ensure that Employees Are Doing the Right Things? Many of us ask, "What does it take to do a job well?" and stop there. But there's more to it than that.
What skills and knowledge are necessary for effectiveness in a certain job? Does the employee have the appropriate skills and knowledge, or is some kind of training necessary? Are these job expectations aligned with the culture and strategy of the organization as a whole?
These questions are essential to performance improvement efforts. And competency modeling is designed to help you find answers to questions such as these.
A competency model is . . . a descriptive tool that identifies the skills, knowledge, personal characteristics, and behaviors needed to effectively perform a role in the organization and help the business meet its strategic objectives.
From the authors of the best-selling book The Art and Science of 360 Feedback comes this guide to the design and implementation of competency models.
"The authors have taken competency modeling out of the domain of academics and social scientists by creating a practical 'how-to' work that clearly and simply explains the steps in developing and using competency models. I recommAnd this book to anyone whose job includes the pinpointing and sharpening of relevant competencies, for themselves or for others."
--Scott B. Parry, chairman, Training House
"Lucia and Lepsinger have demystified competency models and put in the hands of the reader a blueprint for developing meaningful recruiting, performance measurement, and succession planning systems. They succeed with a straightforward, pragmatic style, using actual examples that make the book an easy read."
--Frank Ashen, senior vice president, New York Stock Exchange
Get the Results You Expect!
Competency models are a means of ensuring that your investment in your employees will yield the expected results. The popularity of competency modeling is steadily increasing: human resource proYou'll use this cutting-edge guide to:
Clarify job and work expectations Hire the best available people Maximize productivity Enhance a 360 feedback process Align behavior with organizational strategies and values Adapt to change
What skills and knowledge are necessary for effectiveness in a certain job? Does the employee have the appropriate skills and knowledge, or is some kind of training necessary? Are these job expectations aligned with the culture and strategy of the organization as a whole?
These questions are essential to performance improvement efforts. And competency modeling is designed to help you find answers to questions such as these.
A competency model is . . . a descriptive tool that identifies the skills, knowledge, personal characteristics, and behaviors needed to effectively perform a role in the organization and help the business meet its strategic objectives.
From the authors of the best-selling book The Art and Science of 360 Feedback comes this guide to the design and implementation of competency models.
"The authors have taken competency modeling out of the domain of academics and social scientists by creating a practical 'how-to' work that clearly and simply explains the steps in developing and using competency models. I recommAnd this book to anyone whose job includes the pinpointing and sharpening of relevant competencies, for themselves or for others."
--Scott B. Parry, chairman, Training House
"Lucia and Lepsinger have demystified competency models and put in the hands of the reader a blueprint for developing meaningful recruiting, performance measurement, and succession planning systems. They succeed with a straightforward, pragmatic style, using actual examples that make the book an easy read."
--Frank Ashen, senior vice president, New York Stock Exchange
Get the Results You Expect!
Competency models are a means of ensuring that your investment in your employees will yield the expected results. The popularity of competency modeling is steadily increasing: human resource proYou'll use this cutting-edge guide to:
Clarify job and work expectations Hire the best available people Maximize productivity Enhance a 360 feedback process Align behavior with organizational strategies and values Adapt to change
224 pages, Hardcover
First published March 5, 1999
5 people are currently reading
64 people want to read
Ratings & Reviews
Friends & Following
Create a free account to discover what your friends think of this book!
Community Reviews
Displaying 1 - 3 of 3 reviews
December 10, 2024
MBA 580 ✔️
December 9, 2009
One of my co-workers and I often joked about creating a television sitcom about a group of twenty-something Industrial-Organizational Psychologists who lived in the big city where they learned about love, friendship, and how to leverage the tools and methodologies of psychology to solve organizational problems. This book by Anntoinette Lucia and Richard Lepsinger would figure into one of the episode's B stories in some way, perhaps because the "Chandler" of the show needs to figure out how to identify the critical knowledge, skills, and abilities needed to adequately perform a target job. Look for it soon on NBC's Thursday night lineup.
But enough about that. This book is pretty much what the title suggests: it discusses a hands-on approach to developing competency models --that is, a collection of basic requirements for doing a given job in a work setting. What I like about it is that it's got a very "nuts and bolts" approach that pays some respect to the academic side of the subject but is really pretty squarely aimed at practitioners. It goes into some basic definitions and reviews of relevant legal material, but then jumps right in to how to create a competency model and then how to use that model to build various Human Resources functions like selection systems, training/development, performance appraisal, and succession planning. There are little vignettes along the way that describe how real companies are doing all this stuff.
So it's good that the book doesn't get bogged down in minutia, but at the same time I would have appreciated a little more in terms of tools, worksheets, surveys, handouts, and examples. The authors talk about what you should be doing and even how to do it, but I would have liked to see more concrete examples. It's almost as if they seem afraid to take anything but a generalist approach, since any examples would be specific to a given organization and job. But I don't mind that, since I'm smart enough to figure out how to take what's presented and adapt it to my own circumstances; at least give me a chance to do that. Still, as a primer, it's not bad if you need an overview or starting point for more research on the topic.
But enough about that. This book is pretty much what the title suggests: it discusses a hands-on approach to developing competency models --that is, a collection of basic requirements for doing a given job in a work setting. What I like about it is that it's got a very "nuts and bolts" approach that pays some respect to the academic side of the subject but is really pretty squarely aimed at practitioners. It goes into some basic definitions and reviews of relevant legal material, but then jumps right in to how to create a competency model and then how to use that model to build various Human Resources functions like selection systems, training/development, performance appraisal, and succession planning. There are little vignettes along the way that describe how real companies are doing all this stuff.
So it's good that the book doesn't get bogged down in minutia, but at the same time I would have appreciated a little more in terms of tools, worksheets, surveys, handouts, and examples. The authors talk about what you should be doing and even how to do it, but I would have liked to see more concrete examples. It's almost as if they seem afraid to take anything but a generalist approach, since any examples would be specific to a given organization and job. But I don't mind that, since I'm smart enough to figure out how to take what's presented and adapt it to my own circumstances; at least give me a chance to do that. Still, as a primer, it's not bad if you need an overview or starting point for more research on the topic.
December 29, 2016
A nuts-and-bolts guide to developing competency models, including examples of employee questionnaires & job analysis. As a newbie to this field, I would have liked to see more examples of rating scale designs, and more examples of competency management execution. This book was written in 1999, but provides a good overview of program implementation. In particular, it focuses on how to gain support from stakeholders through a consultant lens. Worth the read, but it won't have all of the answers.
Displaying 1 - 3 of 3 reviews