Competency-based initiatives and their users, an exploration of competency modeling from the perspective of employees and their supervisors in three Canadian organizations

grantor: University of TorontoSixty individuals in three companies were surveyed to find how front-line users felt competency practices contributed to job performance and satisfaction. Most respondents identified some positives, notably that the practice created a framework for manager/employee discussions, enhancing communication of individual strengths and development needs. General issues identified as impeding effective competency use included time required to complete competency assessments and the inadequacy/obsolescence of organizations' models. Organizational issues cited as detrimental include: distrust in how the information would be used; inadequate linkage to organizational strategies; and insufficient use of data collected through the process, engendering employee cynicism. The thesis concludes that organizations using competency processes to inform their human resource practices must ensure the effort expended on such processes is properly supported by the organizational culture. Otherwise the effort can cause organizational damage rather than benefit.M.A