Competencyframeworks produce real benefits for companies but are painful to implement,according to the latest research from management consultancy William M Mercer.Thisstructured approach to job and performance appraisal helps nine out of 10individuals improve their performance and that produces better corporateperformance.But on thedownside people underestimate the cost, time and resources needed to set it upand there is often a lack of evaluation. The surveywas carried out for Competency and Emotional Intelligence magazine. It foundthat competency frameworks now cover 3.2 million people in 1,500 organisations.Respondentssaid it can be difficult to get buy-in from the board and the staff, and thatit needs to be easier to apply.Classicsigns of poor performance include people who blame others for failure, or makeassumptions without checking the facts, pass the buck, attend meetings in bodybut not in spirit and are secretive.Outliningthe results at an IRS seminar in London last week, Jim Matthewman, a partnerwith William M Mercer, warned against paying bonuses for proficiency ratherthan for excellence. Excellent performance resulted from being proactive andforward thinking.He said,“There is a lot of interest from chief executives in using the competency modelto create organisational change.” But he stressed that it was important tomeasure the outcomes if companies want continuing board support. Comments are closed. Previous Article Next Article Competencies work but at a costOn 12 Dec 2000 in Personnel Today Related posts:No related photos.