Competency Management in the Public Sector: European by Sylvia Horton, Annie Hondeghem, David Farnham, European

By Sylvia Horton, Annie Hondeghem, David Farnham, European Group of Public Administration

Competency administration is more and more being followed as an method of HRM in either the non-public and public sectors. This booklet can be of curiosity to either practitioners and teachers because it seeks to notify the reader concerning the perform of competency administration in ecu public companies. It throws mild at the origins and meanings of the concept that and lines the competency circulate from the Nineteen Eighties within the united kingdom and united states. It hyperlinks competency administration to functionality administration and HRM and demonstrates how a competency procedure can upload price to all components of an service provider. The 9 kingdom experiences supply a wealthy perception into the practices came across around the public sectors of Europe. At one finish of the spectrum is Britain with its holistic method of competency administration within the Senior Civil carrier and common use in the course of the remainder of the provider. Belgium, the Netherlands and Finland supply additional examples of modern advancements and strong perform. In France and Germany, despite the fact that, competency administration has in basic terms simply seemed at the reform schedule and the explanations for this are pointed out. Micro experiences in Italy and Sweden supply an perception into the issues that come up while the perceptions of reformers diverge from these of managers and controlled, whereas the research of Poland indicates the issues confronted by way of international locations in transition which lack a suitable academic sub-structure for public administration and HRM.

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Extra info for Competency Management in the Public Sector: European Variations on a Theme (International Institute of Administrative Science Monographs, 19)

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The critiques of traditional public administration, brought together under the banner of the 'New Public Management' movement (Schedler and Proeller 2000, Emery 2000, Charih and Daniels 1997, Osborne and Gaebler 1992), have added to and given focus to those pressures. In order to confront the challenges public organisations have had to rethink how they operate and manage and develop their human resources (OECDa 1997), which are the key to the production of public services. Current developments are taking place within the framework of renewed HRM practices (Guerin and Wils 1996) ranging from changes in personnel administration to the introduction of an overall strategic approach to Human Resources Management (HRM) (Ulrich 1997, Besseyres des Hort 1988).

45-56 Peters, T. (1987) Thriving on Chaos New York: Harper and Row Porter, M. (1980) Competitive Strategy New York: The Free Press Porter. M. (1985) Competitive Advantage New York: The Free Press S. Horton / The Competency Movement 15 Prahalad, C. and Hamel, G. (1990) The core competence of the corporation' Harvard Business Review pp. 79-91 Prahalad, C. and Hamel, G. (1993) Strategy as Stretch and Leverage' Harvard Business Review March-April Prahalad, C and Hamel, G. (1995) Competing for the Future Boston: Harvard University Press Roberts, G.

The conclusions drawn from this empirical research are that use of competency frameworks is widespread across civil service organisations. Some 95 per cent of respondents in the survey either had or were in the process of introducing a competency framework although there was no standardised or common framework in their use. The approach to introducing competencies appears to be ad hoc and pragmatic and left to the discretion of local management. It confirms that there has been no 'big bang' approach with the exception of the SCS where there is a uniform system, common to all departments and agencies, managed by the Cabinet Office.

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