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The job market of library and information professionals has expanded from academic to industrial, special and business libraries. The unique nature of the organizations, their data and clientele demand a different set of competencies. The purpose of this study is to explore the competencies of information professionals from the perspectives of business employers – a comparatively new job place for the library and information management professionals.

Exploratory sequential mixed methods approach was used to meet objectives of this study in two phases. In the first phase, qualitative data was extracted from panel discussion. Themes were extracted from this qualitative data. In the second phase, a questionnaire was designed which was based on qualitative themes. The instrument contained the nine-point Likert type scale and was filled by the business and industry human resource managers. The quantitatively gathered data were analysed while using descriptive and inferential statistical techniques in the Statistical Package for Social Sciences SPSS version 22.

The findings of this study indicate that work coordination, knowledge of intellectual property rights, online searching ability, leadership qualities, trustworthiness and background knowledge of the prospective organizations are the basic competencies required by the business employers.

This study will guide the students on which qualities they are required to obtain to qualify for jobs of information professionals in the current employment sector. Additionally, it will provide guidelines to the continuous education programme designers, prompting them to include in their trainings the vital qualities of candidates required by the current job market.

This is the maiden study that has explored the competencies of library and information management professionals through exploratory sequential mixed methods.

Analytics technologies are profoundly changing the way in which organizations generate economic and social value from data. Consequently, the professional roles of data scientists and data analysts are in high demand in the labor market. Although the technical competencies expected for these roles are well known, their behavioral competencies have not been thoroughly investigated. Drawing on the competency-based theoretical framework, this study aims to address this gap, providing evidence of the emotional, social and cognitive competencies that data scientists and data analysts most frequently demonstrate when they effectively perform their jobs, and identifying those competencies that distinguish them.

This study is exploratory in nature and adopts the competency-based methodology through the analysis of in-depth behavioral event interviews collected from a sample of 24 Italian data scientists and data analysts.

The findings empirically enrich the extant literature on the intangible dimensions of human capital that are relevant in analytics roles. Specifically, the results show that, in comparison to data analysts, data scientists more frequently use certain competencies related to self-awareness, teamwork, networking, flexibility, system thinking and lateral thinking.

The study was conducted in a small sample and in a specific geographical area, and this may reduce the analytic generalizability of the findings.

The skills shortages that characterize these roles need to be addressed in a way that also considers the intangible dimensions of human capital. Educational institutions can design better curricula for entry-level data scientists and analysts who encompass the development of behavioral competencies. Organizations can effectively orient the recruitment and the training processes toward the most relevant competencies for those analytics roles.

This exploratory study advances our understanding of the competencies required by professionals who mostly contribute to the performance of data science teams. This article proposes a competency framework that can be adopted to assess a broader portfolio of the behaviors of big data professionals.

To report on the development of a new, more balanced approach to managing the performance of key employees in project‐based organizations.

Following the establishment of the role‐based criteria for performance excellence through focus groups and subsequent factor analysis, performance profiles of a range of superior and average performing managers were compiled. These were based on behavioural event interviews (BEIs) from which job, person and role‐based aspects were derived. The final performance model was validated through assessments with an expert panel of HRM specialists.

This research has developed and demonstrated the potential of a more holistic approach to managing performance which includes reference to the job requirements, personal behaviours and the role context. It was found to be particularly suitable to measuring managers' performance in dynamic team‐based environments.

The empirical work upon which the new performance framework is based was derived from a limited study within two construction organizations. Future work will explore the applicability of the approach within other organizations and industries.

Applying this framework to key HRM activities has the potential to improve the ways in which companies manage, develop and retain their key managerial resources. Notably, they should be able to engender a more participative, developmental approach to the HRM function, thereby helping to ensure sustained performance improvements in the future and improved resource usage effectiveness.

The paper presents the basis for a completely new performance management paradigm which embeds managerial competence/competency in a way which more accurately reflects the realities of managerial practice.

Organizational effectiveness today depends largely on the ability to activate, share and transform the intellectual capital of the company into sustainable and difficult‐to‐imitate competitive advantage. This paper seeks to develop a competency typology that integrates previous definitions and frameworks from the literature and to propose a methodology for identifying competencies to aid the transition from a task‐based to a competency‐based logic for human resource management.

The paper is based on a longitudinal research project. The paper outlines a methodology and presents the findings from the implementation of a competency model in two case companies. It illustrates how the systematic use of the identified competency categories can support the identification and coding of competencies, which will facilitate the critical organizational transformation from a task‐based to a competency‐based approach.

The experience from the deployment offers potential challenges of implementing this framework in a specific cultural context. It identifies critical enablers that will contribute to successful implementation, whilst also providing insights concerning predicaments that have to be met.

The particular competency typology integrates previous definitions and frameworks from the literature, thus providing a holistic solution for supporting the implementation of a competency‐based approach. Furthermore, through the analysis of the implementation of the competency framework in two case companies it serves as the basis for illustrating the main steps, as well as the critical success factors that characterize such projects. Finally, it demonstrates the advantages of integrating the proposed competency framework and offers managerial insights and guidelines for similar implementations.

Explains the advantages of behavioural interviewing as a method of employee selection. Reports on a survey of UK organisations’ use of behavioural interviewing in selection. Both interviewers and candidates were positive about the technique. Benefits identified were better quality information gathering leading to improved selection decisions, more consistency and improved skills of interviewers, as well providing candidates with better opportunities to explain their skills. Concerns were raised regarding the training, practice and time required, scoring procedures and possible limitations in respect of certain candidates. Links with wider use of competencies in HRM are examined as well as links with other selection methods. Concludes that behavioural interviewing has significant benefits in improving selection and can also be applied to other interviewing situations such as discipline and grievance. Discusses implications for interviewers, candidates and trainers. Issues for further research are outlined.

The issue of project managers’ competencies has gained much traction in practice and more recently in academic debate. However, they have become analogous to extensive wish lists where a project manager is expected to have an exhaustive list of aptitudes and capabilities. Therefore, identifying and defining the most critical competencies for project success is urgently needed. Moreover, although the vast number of studies emphasize the significance of behavioral competencies, there is a dearth of empirical research and studies within the context of information systems (IS) are scarce. Consequently, the present study aims to investigate the influence of project manager's behavioral competencies for the successful delivery of IS projects.

This research conducted a systematic literature review (2009–2019) of 27 relevant studies incorporating 179 competencies. The authors also collected data from 121 professional IS project managers and used regression analysis and dominance analysis to test the hypotheses proposed.

The results confirm that behavioral competencies (including leadership, communication, result orientation, emotional intelligence, ethics, creativity and motivation) are significantly and positively related to IS project success. Furthermore, the findings show that emotional intelligence (resilience, stress management and self-control), creativity (resourcefulness, creativity thinking and imagination) and ethics (transparency, honesty and integrity) are the most influential behavioral competencies for IS project success.

To the best of the authors’ knowledge, this research is among the first to use a quantitative analysis to empirically investigate project manager's behavioral competencies for project success in the IS discipline. It brings much-needed empirical evidence for the most important competencies for IS project managers.

This chapter introduces the concept of “competency labor” and illustrates its important role in organizational life for both researchers and practitioners. In the contemporary workplace environment individuals face increasing expectations of competence. However, demonstrating competence is no simple task – rather, to demonstrate competence requires a concerted effort in terms of individuals’ affect, cognition, and behavior. Accordingly, new models are needed that can explain these emergent processes. The present work integrates the literatures related to emotional labor and impression management, and builds a theory-based framework for investigating the processes (affective, cognitive, and behavioral) of making desired impressions of competency at work and how these processes impact critical individual and organizational outcomes. Our conceptual model proposes how growing demands in the workplace for individuals to display competence affect how they think, feel, as well as act. In sum, our work advocates that a new research stream is needed to better understand the “competency labor” phenomenon and its theoretical as well as practical implications.

Human capital is the most important determinant of the Hospitality industry’s success. Executive chefs should be skilled in both management and culinary arts, in addition to ensuring the success of the entire hospitality division. The study aims to understand the competencies of executive chefs in international tourist hotels in Taiwan.

Literature review and behavioral event interviews were conducted with ten executive chefs and executive sous chefs. The modified Delphi method verified the results using 15 experts.

A competency framework was created, with four quadrants – managerial, operational, behaviors and skills – to classify executive chefs’ competencies. Each competency was further divided into sub-competencies – culinary research, emotional control, negotiation skills, job guidance and proactive thinking ability – for 25 items. Quadrants I and II are hard competencies that can be improved through education and training, whereas the third and fourth are soft competencies that require more time for development in workers.

The two-step study developed a competency framework with a practical reference value. The study results could be utilized by human resources managers during their companies’ training, recruitment, selection and promotion.

Besides the Delphi method, a deep behavioral event interview that enabled determining critical competencies was also used to collect data. The results obtained could be used to structure schools’ curricula. Collaborations between the hospitality industry and schools could help develop better curricula and training plans to maximize the availability of educational resources.

Competency-based measure is increasingly evident as an effective approach to tailoring training and development for organisational change and development. With design stage widely reckoned as being decisive for construction waste minimisation, the purpose of this paper is to identify designers’ competencies for designing out waste.

Due to paucity of research into competency for construction waste mitigation, this study corroborates verbal protocol analyses (VPA) with phenomenological research.

Combining findings from the two methodological approaches, competencies for designing out waste are grouped into five categories, three of which are largely task related and two being contextual competencies. The study suggests that design task proficiency, low waste design skills and construction-related knowledge are indispensable task competencies, while behavioural competence and inter-professional collaborative abilities are requisite contextual competencies for designing out waste. In concurrence with task-contextual theory of job performance, personality variables and cognitive abilities are found to influence one another. This suggests that both task and contextual competencies are not only important, they are less mutually exclusive with respect to designing out waste.

This study implies that apart from commitment and dedication of designers to waste minimisation, design and firm practices are expected to be adapted to the industry’s standard.

Basis for training needs of design professionals as well as redeployment criterion are further elaborated in the paper. By enhancing competencies identified in this study, construction waste would not only be significantly designed out, adequate cost saving could be made as a result of waste reduction.