Abstract
There has been significant debate on the need to develop internal labour markets that are robust enough to assist organisations secure comparative competitive advantage in an increasingly volatile and dynamic environment. Several strategies have been proposed to assist in this endeavour, the most recent of which has been to focus on competency. Australian industrial policy has heavily endorsed and supported the competency initiative since 1986, in a wave of workplace reform endeavours. The assertion that sustainable competitive advantage can be secured through developing, amongst other things, a highly skilled, adaptable and responsive internal labour market was embraced by the organisation in this case study. This article is about their experiences in that pursuit and what these experiences might suggest for the value of a competency framework as the basis to organisational learning and human resource development.
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