| Abstract: | As human resource organizations transform, staff competency requirements alter significantly. The question is: to what? The present study attempts to answer this question using data gathered within a single firm and employing a unique future-oriented, role-focused methodology. The results suggest a competency model with three parts: a relatively small number of core competencies, an even smaller number of leverage competencies applicable to half or more (but not all) of the roles, and a much larger number of competencies that are role-specific. This methodology can be readily replicated in an abbreviated form in virtually any organization. © 1996 by John Wiley & Sons, Inc. |
