Creating a Culture of Competence: Identifies competencies critical to success. Integrates corporate culture and competency. Makes competency-based selection work. Develops competency-based performance - Hardcover

Zwell, Michael

Hardcover

ISBN 10: 0471350745 ISBN 13: 9780471350743

Verlag: Wiley, 2000

Inhaltsangabe

Competence-and its role in achieving peak performance-remains one of the hot issues in business today. Yet it's not enough for individual leaders, managers, and employees to demonstrate personal competencies. Rather, an entire organization must be unified to create a culture of competence. This culture can then be passed along to succeeding generations of employees who will continue to contribute to, and strengthen, a company's future.
 
In Creating a Culture of Competence, Michael Zwell provides a bold, prescriptive approach to achieving organizational success through improved individual and group job performance and satisfaction. He clearly defines those core qualities that lead to peak performance, then illustrates, step-by-step, how companies can identify and develop individual leadership, managerial, and employee competencies for maximum personal and organizational benefit.
 
Based on years of personal experience and research, Creating a Culture of Competence expertly combines behavioral theory with solid business practice to create positive organizational change. You'll discover how to:
* Use vision and competencies for cultural transformation
* Create competency models
* Implement competencies in selection and performance management
 
You'll learn what really makes an organization successful . . . understand how HR's role is becoming central to building a high-performance organization . . . find out what technologies are being used to change corporate culture . . . then combine these elements to create a highly effective, competency-based organizational strategy.
 
Creating a Culture of Competence offers a blueprint for hiring, developing, and retaining a superior workforce. By encouraging individuals to realize their potential, then motivating them to work in concert, you can lead your organization to reach its objectives . . . and get superior business results.

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Über die Autorin bzw. den Autor

MICHAEL ZWELL, PhD, is CEO of Metamor-phics and developer of CompetencySuite, a suite of integrated, competency-based HR applications on the Internet. He is also Chairman of Zwell International, the executive search firm he founded in 1982. In 1997 and 1998, the MacArthur and Annenberg Foundations, as part of the largest and most visible school reform movement in the country, funded Zwell International and Metamorphics to develop competency-based selection and performance management processes for principals in the Chicago Public School System. Dr. Zwell is a contributor to such diverse journals as Directors and Boards, U.S. Banker, and Sales and Marketing Management.

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Why do managers hire the wrong people so often? Why are so many smart people such mediocre performers? Is there anything that really predicts performance?
 
If you've ever wondered how to improve your company's overall level of competence, you're hardly alone. Few business leaders know what it takes to create a peak-performing organization-an organization whose foundation is a culture of competence.
 
In a culture of competence, people work at full capacity . . . managers and employees fix problems instead of complaining about them . . . and managers select and hire people who are strongest in the behaviors, traits, and qualities that determine successful performance. Sounds ideal-but can these results really be reached?
 
Absolutely, says Michael Zwell, author of the transformational Creating a Culture of Competence. The key is to first develop individual, then organizational behavioral competencies. Behavioral competencies-the traits and characteristics that differentiate superior from average performers-have been shown to be significantly more predictive of performance than aptitude, skills, or experience. Yet most organizations still rely on traditional interviews and annual reviews, rather than learning to assess, evaluate, and develop high-performance behaviors.
 
Based on years of personal experience and research, Creating a Culture of Competence deftly blends behavioral theory with solid business practice to create progressive organizational change. This invaluable guide is divided into two central sections: The first part explores the relationship between culture, competency, and leadership, and how they interact to determine organizational success. The second part offers a step-by-step, practical approach to creating a culture of competence.
* Creating a Culture of Competence answers these and many more crucial questions:
* What are the three cornerstones of a successful organization?
* How can competencies be used to analyze and change a culture?
* What are competency-based job descriptions and how can they help change corporate culture?
* How is HR becoming instrumental in building a high-performance organization and how can the department be deployed most effectively?
 
You'll learn how to harness vision and corporate philosophy to develop both individual competencies and a culture of competence . . . how to implement competency-based selection in the hiring and retention processes . . . and how to best utilize technology to change corporate culture.
 
From evaluating current employees to assessing the competencies of future workers, Creating a Culture of Competence can help any organization develop a motivated workforce geared toward achieving the most challenging business goals.

Details zur Ausgabe

• Verlag: Wiley
• Erscheinungsdatum: 2000
• Sprache: Englisch
• ISBN 10: 0471350745
• ISBN 13: 9780471350743
• Einband: Gebundene Ausgabe
• Auflage: 1
• Anzahl der Seiten: 352
• Kontakt zum Hersteller: Wiley VCH Verlag GmbH; info@wiley-vch.de; ; Boschstraße 12; Weinheim; Baden-Württemberg; 69469; Deutschland