Business Problem
The global corporation lacked a common framework for addressing leadership capabilities during discussions of recruitment, hiring, promotion and succession planning. This led to inconsistent personnel-related decisions across the organization.
Solution
An international study of global competencies was conducted through detailed job-task interviews with job incumbents, followed up with content analyses of interview transcripts. A global model was drafted and refined through successive large-group work sessions. Departmental models were drafted in a similar fashion.
Results
The competency models then served as frameworks for other performance system components, including:
- Succession planning for executives
- Selection of new employees
- Performance evaluation of all employees
- Employee training in identified competencies
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