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先给你点儿英文信息
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我没有空翻译，不知你是否能看。我这里有一些英文的资料（英文资料比中文的多），如果你想要可以给我EMAIL地址，我发给你。2 C) v, ]/ b8 ~, g: j" G% W V
# W1 O, H- c3 v0 i0 ~Building on this work, we outline a research methodology that provides a structure to allow the CF to identify and validate a leadership competency model. We propose and discuss the following nine steps: " ]8 R5 u& |! R
Stage 1: Advance Planning and Preparation * R+ ?7 m- j/ h/ [5 j! s9 q- q
Step 2: Establishing a Leadership Competency Task Force (LCTF) $ m' C4 ]7 D9 B) E, a0 v9 ^
Step 3: Defining Competencies . m, s# w. B0 y8 G/ p7 [
Step 4: Linking Competencies with HR Functions
" x7 q; n) N' B7 Q2 X* hStep 5: Designing the Competency Model
& s+ l* q" e- J8 }, S9 IStep 6: Developing the Basis for a Competency Dictionary
# v* k% G3 G) n: b" {) lStep 7: Defining and Creating the Competency Profiling Methodology % U& \8 ]' ]7 ?6 {7 g* ?4 a
Step 8. Identifying and Implementing Competency Assessment Strategies ) o% F/ d4 {2 {2 m0 u. f
Step 9: Documenting the Development and Implementation Process
+ n- m- n+ y. XMany of the specifics involved in each step will depend on preceding decisions. One of the most significant decisions to be made is which definition of competency is adopted. Procedures used to identify competencies will depend on this definition. However, the outlined steps provide a general overview of what will be required to determine and validate the competency model.
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) l4 i& J$ p( w+ [美国薪酬协会会员，授权性格分析师 |
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发表于 2004-12-28 11:43:00
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