Stage 3: Competence Management competence management

Stefan Leinweber ()
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Stefan Leinweber: TUI Deutschland GmbH

A chapter in Strategic Human Resource Development, 2013, pp 109-133 from Springer

Abstract: Abstract This chapter outlines one possible way of turning an organisation’s HR development activities into a strategic engine. Real change is not introduced by managers designing a certain strategy, founding or shutting down plants, adjusting processes, or shuffling departments around. Corporate strategies need to infuse the living, breathing reality of people’s everyday practises. Change can only be possible if people fully align their behaviour with the strategy of their organisation. This is where HR development can employ strategic competence management. The process begins by breaking down the organisation’s abstract vision or strategic direction into patterns of behaviour that can be observed and influenced. This makes it possible to coax the behaviour of people in the direction of the target behaviour. Strategy-compliant behaviour is encouraged and the realisation of the corporate strategy is supported. As an essential foundation and starting point for all of this, a model of competence needs to be developed and integrated consistently in all active HR development instruments.

Keywords: Integrity Test; Corporate Strategy; Competence Model; Talent Management; Competence Management (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-3-642-31473-5_7

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DOI: 10.1007/978-3-642-31473-5_7

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