Human Assets as a competitive advantage

Eureka! Eureka! I have got it!! Like Archimedes I have made a discovery. O.k, it won’t change history but something just dawned on me. There has been a shift in the focus of businesses today. I have no research to prove it yet, but I believe that the fear that permeated at first is no longer there. I know you are wondering what I am talking about….O.k let’s cut the chase.

When the computer, the internet and other information technologies were introduced in the work place, some employees became fearful that they would be replaced by technology. The fear led to great resistance and the anti-technology syndrome. Managers saw the technology as a way to reduce the size of the workforce and save money. However, the focus has shifted from primarily reducing the size of the labor force with the use of technology to improving the performance of the workforce, with and without technology.

Businesses have recognized that in the competitive market it’s not who has the most high tech computer systems; it’s the company that has the greatest minds that will have the edge.

http://edweb.sdsu.edu/people/ARossett/pie/Interventions/career_1.htm : The article, Career and Competency Pathing: The Competency Modeling Approach is short. You should read it!!

The article defines competency and competency model quite well:

“Competencies are behaviors that encompass the knowledge, skills, and attributes required for successful performance.”

“Competency modeling is the activity of determining the specific competencies that are characteristic of high performance and success in a given job.”

According to Boulter, et al (1998), there are six stages involved in defining a competency model for a given job role. These stages are:

1. Performance criteria - Defining the criteria for superior performance in the role.
2. Criterion sample - Choosing a sample of people performing the role for data collection.
3. Data collection - Collecting sample data about behaviors that lead to success.
4. Data analysis - Developing hypotheses about the competencies of outstanding performers and how these competencies work together to produce desired results.
5. Validation - Validating the results of data collection and analysis.
6. Application - Applying the competency models in human resource activities, as needed.

Hewlett-Packard was noted as one of the companies that has been using competency modeling to improve performance and they have seen good results. It is perceived that the use of competency modeling will increase and that development in technology will enable more.

"The ways human resource activities are performed must change substantially to respond to business challenges. New technology applications will be the most critical enabler."