Abstract
Competencies are a much-debated recent tool in management's performance improvement toolkit. Companies that want to use competencies to improve performance and productivity must first identify appropriate competencies on which to base their models, for instance. Thus, management might analyze star performers' past behaviors or try to predict the competencies their companies will need in the future. Management also might consider whether or not to tie competencies to compensation. This article is a report on a roundtable discussion about competencies among representatives of AT&T Capital Corporation, Burger King, Canadian Imperial Bank of Commerce, Chase Manhattan Bank, Herman Miller, Inc., and Houston Lighting & Power Company. The discussion focused on the participants' experiences with competencies development, the related problems they encountered, competency measurement, and the lessons they learned that other companies may learn from.
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