| Abstract: | Competency‐based applications have gained a foothold in HR practice worldwide; however, changes in the business environment and the structure of work itself are challenging the value of traditional competency methods in achieving strategic organizational benefits. The key question facing HR executives and practitioners today is how to leverage existing competency practices to greatly increase the impact of competency development on business results. The authors identify five emerging trends in the evolution of competency methods, identify the implications for HR practice, and propose several new directions for the application of competency methods to improve organizational learning and business performance. © 1999 John Wiley & Sons, Inc. |
