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Stage 3: Competence Management

  • Stefan Leinweber
Chapter
Part of the Management for Professionals book series (MANAGPROF)

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 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Further Reading

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Copyright information

© Springer-Verlag Berlin Heidelberg 2013

Authors and Affiliations

  1. 1.TUI Deutschland GmbHHanoverGermany

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