Abstract
What is not measured cannot be improved. Much has been said and written about the importance of measurement for objective assessment and decision-making. In nearly all organizations, the management expends considerable time and effort reviewing and analyzing business performance, so that they can make informed decisions and make forecasts. However, only a few give the same amount of attention to evaluating the competencies of their workforce, both for current needs and future requirements. Even among those that do, it is the rare organization that tries to align employee competencies to business needs. Inevitably, crucial people-related decisions are not based on supporting evidence and objective analysis of employee competency data. What happens if this is not done?
This is a preview of subscription content, log in via an institution.
Buying options
Tax calculation will be finalised at checkout
Purchases are for personal use only
Learn about institutional subscriptionsNotes
- 1.
The terminology used here is representational. Different organizations may adopt different ways of defining competencies.
- 2.
The Malcolm Baldrige model consists of practices which impact business results. These include leadership, strategic planning, customer and market focus, human resource focus, and process management.
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
Copyright information
© 2019 Springer Nature Singapore Pte Ltd.
About this chapter
Cite this chapter
Kuruba, M. (2019). Measuring Competency. In: Role Competency Matrix. Springer, Singapore. https://doi.org/10.1007/978-981-13-7972-7_4
Download citation
DOI: https://doi.org/10.1007/978-981-13-7972-7_4
Published:
Publisher Name: Springer, Singapore
Print ISBN: 978-981-13-7971-0
Online ISBN: 978-981-13-7972-7
eBook Packages: Computer ScienceComputer Science (R0)