Individual Competencies

  • Ronald L. JacobsEmail author


Each of the previous chapters introduced work analysis techniques that addressed the first underlying question: What is the work that people do? That is, the focus has been on the work, not on the people doing the work. There is now a need to address the second component of work analysis: What are the characteristics of the people who are effective in doing the work? Understanding the nature of the people in the context of their work has a growing number of implications. For one thing, this question connects with the broader strategic planning issue in organizations of determining what type of individuals would be best suited for the future. Given the rate of change in many organizations, many global managers are now asking more fundamental questions about the people doing the work, beyond whether the people possess the specific knowledge and skills to meet job expectations. More and more human resource development (HRD) professionals now have job titles such as manager of talent development or talent management, suggesting an emphasis on the characteristics of individuals.


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Copyright information

© The Author(s) 2019

Authors and Affiliations

  1. 1.University of Illinois at Urbana ChampaignChampaignUSA

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