Part I examines how the recognition of the need for a stronger linkbetween management development and corporate strategy is growing. Leadsinto an explanation of the…
Part I examines how the recognition of the need for a stronger link between management development and corporate strategy is growing. Leads into an explanation of the rationale for a strategic approach to competency assessment. Examines the importance of selecting the right approach according to organizational requirements and the end purpose, e.g. to aid identification of training needs or to incorporate into the performance management process.
Part II outlines the strategic approach to competency assessmentdeveloped by Harbridge Consulting Group. This consists of five mainbuilding‐blocks, the components of which…
Part II outlines the strategic approach to competency assessment developed by Harbridge Consulting Group. This consists of five main building‐blocks, the components of which are selected and blended depending on the situation and needs. These comprise: the strategic review; strategic areas of competence; competency requirements; application; and job and business performance. Finally furnishes two brief case studies in order to illustrate the strategic approach to competency assessment outlined.
Organisations are more professional in their approach to managementdevelopment than they were ten years ago – but they are still notplanning enough for the future…
Organisations are more professional in their approach to management development than they were ten years ago – but they are still not planning enough for the future, according to a new report by consultants Harbridge House. In a survey of top UK organisations, the researchers found that most companies still plan their training on a one‐year basis – despite a general awareness on the part of management developers of the need for long‐term planning to meet the demands of the 1990s. Part of the problem lies in a lack of overall perspective: although many companies are forging stronger links between management development and corporate strategy, nearly half feel that there is not enough top management involvement in the business of training and developing managers.
UNTIL the end of 1948 Mr. Nowell remains our President and his occupancy of the office has fulfilled all that we expected of him. It has been forceful and, we think, has left its mark upon us, his general statesmanship and complete sanity of outlook being shown whenever he had occasion to direct meetings or to speak to them. He does not now go into retirement as our past four presidents‐have done by the fiat of superannuation schemes ; he has what President Cashmore called the glory of going on for a number of years yet. He will therefore continue to exercise profound influence on public and other librarianship with the wisdom and power with which, as President, he has won general thanks.