Core Competance
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The document discusses wood supply, sawmilling, and IT core competencies. It appears to be about a company that supplies wood and sawmills lumber, and focuses on information technology skills as a core competency within the organization. In 3 sentences or less, the document title indicates it is about a company's wood supply, sawmilling operations, and identifying information technology as a key strength.
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Competency new 156
The document discusses competency mapping for human resource management. It defines competencies as the capabilities and behaviors that provide an organizational advantage. Competencies include aptitudes, attitudes, skills, and knowledge. Various competency clusters are identified, such as business knowledge, customer focus, communication, and leadership. Benefits of competency mapping include recruitment, performance management, career pathing, and succession planning. The process of competency mapping involves job description, role clarification, identifying required and existing competencies, and bridging competency gaps. Methods for identifying competencies include interviews, exercises, and psychometric tests. Competencies are then mapped and rated on a scale to assess individuals and guide training, development, and compensation.
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Writing competencies
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2. When writing a competence, it should begin with a present tense action verb, include an object for the verb, and be measurable and based on performance. Qualifying phrases, evaluative language, and unnecessary words should be avoided.
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The document discusses competency mapping for human resource management. It defines competencies as the capabilities and behaviors that provide an organizational advantage. Competencies include aptitudes, attitudes, skills, and knowledge. Various competency clusters are identified, such as business knowledge, customer focus, communication, and leadership. Benefits of competency mapping include recruitment, performance management, career pathing, and succession planning. The process of competency mapping involves job description, role clarification, identifying required and existing competencies, and bridging competency gaps. Methods for identifying competencies include interviews, exercises, and psychometric tests. Competencies are then mapped and rated on a scale to assess individuals and guide training, development, and compensation.
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2. When writing a competence, it should begin with a present tense action verb, include an object for the verb, and be measurable and based on performance. Qualifying phrases, evaluative language, and unnecessary words should be avoided.
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The document discusses competencies, including understanding competencies, why competencies are important, and developing a competency model. It defines competencies as underlying characteristics that are causally related to superior job performance. Developing a competency model involves identifying the competencies required for effective performance, defining behaviors associated with each competency, and applying the model to human resource systems like staffing, learning, performance management and rewarding. Linking competencies to these systems can help align them with business strategy and goals.
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The document provides an overview of competency modeling, including:
1. A brief history of competency modeling from its origins in the 1950s to its maturation and widespread adoption by Fortune 500 companies today.
2. Definitions of key terms like competency, competence, and components of competency.
3. Examples of competency models and frameworks, and how they are used for various human resource functions.
4. The benefits of implementing competency-based approaches for individuals, companies, and managers.
3. How competency modeling is linked to focused training and development by identifying competency gaps to address.
Competency model
The document discusses competency models, which are clusters of knowledge, skills, abilities, behaviors, and attitudes related to job success. It outlines different approaches for developing competency models, including universal, functional, job-specific, and multiple job models. The document also discusses how competency models can be used for human resource processes like recruitment, selection, performance management, and career development.
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This document discusses competence and competency analysis. It defines competence as the abilities and qualifications needed to perform a job, while competency refers to the skills, knowledge, and behaviors required. Competence analysis identifies the elements of a job and acceptable performance standards. Competency analysis examines effective and ineffective behavioral dimensions. Approaches to analysis include expert opinion, structured interviews, workshops involving experts, and critical incident techniques that observe behaviors. Workshops are considered the best approach for competency analysis.
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The document discusses competency modeling and its benefits for human resource management. It defines competency as an underlying characteristic that enables superior job performance. A competency model identifies the key behaviors demonstrated by outstanding performers. It distinguishes competencies from traditional job analysis by focusing on behaviors rather than tasks. Competency modeling aligns HR systems like recruitment, performance management, training, and compensation with organizational goals. The methodology involves collecting data from top performers, analyzing it to identify competencies and behaviors, and building a model that defines competencies and their behavioral indicators.
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QuickTime and an H.263 decompressor are needed to view the picture. This summary indicates that the document discusses a picture that requires QuickTime and an H.263 decompressor to be viewed.
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This document discusses competency-based training and career development. It defines competencies as specific, observable work behaviors that distinguish high and low job performance. An effective competency framework identifies the knowledge, skills, attitudes, and behaviors required for success in different jobs. It benefits both organizations and employees by improving performance, supporting training and development, and providing clear expectations for career advancement. The document provides guidance on designing competency models, assessing training needs, and planning individual careers.
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The document discusses competencies, including understanding competencies, why competencies are important, and developing a competency model. It defines competencies as underlying characteristics that are causally related to superior job performance. Developing a competency model involves identifying the competencies required for effective performance, defining behaviors associated with each competency, and applying the model to human resource systems like staffing, learning, performance management and rewarding. Linking competencies to these systems can help align them with business strategy and goals.
Competency
The document provides an overview of competency modeling, including:
1. A brief history of competency modeling from its origins in the 1950s to its maturation and widespread adoption by Fortune 500 companies today.
2. Definitions of key terms like competency, competence, and components of competency.
3. Examples of competency models and frameworks, and how they are used for various human resource functions.
4. The benefits of implementing competency-based approaches for individuals, companies, and managers.
3. How competency modeling is linked to focused training and development by identifying competency gaps to address.
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留信网认证的作用:
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→ 【关于价格问题（保证一手价格）
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对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
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Core Competance
- 1. Wood Supply Sawmilling IT Core Competance