Abstract
This article examines organizational cultural influences on a human resource development (HRD) practitioner’s ability to effectively implement a competency-based training program. A five-phase conceptual model was created based on the process of implementing a competency-based approach to training and examines how differing agendas from individual organizational members and key stakeholders can derail a program. Suggestions are provided on how HRD practitioners can deal with these influences to increase their chances for successful program implementation.
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