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The Use of Modern HRM Tools Such As Competency Management in The EU Member States: Practices, Experiences, Successes and Implementation Challenges
The Use of Modern HRM Tools Such As Competency Management in The EU Member States: Practices, Experiences, Successes and Implementation Challenges
Introduction to the public sector (mostly position systems) since the early
90s: UK, B, NL
CM has first been applied to the senior civil service to improve managerial
competencies (BE, BG, CY, EE, HU, IE, IT, LV, NL, PT, SI, UK, EC)
US approach: focus Search for individual behavioural traits which characterise excellent
on the search for the performance (Boyatzis)
exceptional
performance
UK approach:
focus on Competencies identify all the skills needed to perform a job role
occupational
competence
FR approach:
A “Métier” is the sum of the recognised competencies (savoir, savoir-faire et
focus on the
savoir-être) which enable the professional to position himself in a job in the
concept of light of his experience and expertise (Foucauld)
“Métier”
GER approach:
focus on the The concept of “Competencies” is used in the sense of “Fachkompetenzen”
professional
expertise
Traditional HRM Competency-based HRM
Recruitment & selection Recruitment & selection
-Recruitment on the basis of specific -Recruitment on the basis of demonstrated
diplomas, which reflect the qualifications competencies
-How is the person? -How does the person function?
-Selection criteria focusing on knowledge, -Selection criteria focusing also on
personality and attitude experience, behavioural skills, values
Job description Job description
-Job description targeted at the hierarchical -Job description targeted at the job content
level and the competencies required to well do the
Development/training job
-Development of knowledge; Aim: promotion Development/training
Appraisal -Development of competencies to better
-Focus on functioning in the job perform in one’s job; Aim: better use of
human potential
Appraisal
-Focus on performance, learning,
improvement, results EIPA, August 17, 2021 - WWW.EIPA.EU ©
Example of a competency framework for civil servants: the
European Commission
Leadership
Strategic vision
Achieving results
Communication
Managing relations, people, HRM
General management
Knowledge
Herma Kuperus, Anita Rode, Top Public Managers in Europe, EIPA 2008
Innovation
Creativity
Flexibility
Work collaboratively across boundaries
Change management
Relationship building
Vision and future orientation
OECD (2009) Country reports (Australia, Belgium, Korea, Netherlands, UK, US)
0
1 2 3 4 5 6
12 12
1: On managers
2: On senior and
10
10 10
10
technical staff
3: On administrative staff
8
8
8
4: On labourers
2 2
0 0
1 2 3 4
Multi-task competencies
EIPA, August 17, 2021 - WWW.EIPA.EU ©
The practice of competency management: Sweden (2)
Scale:
1= Providing an additional instrument for
3.6
1
motivating collaborators;
2 = Shares a common language on people
3.9
management
2
3 = More transparent criteria to make
selection, performance evaluation or
training and development decisions
4.3
4 = More appropriate criteria to make
3 selection, performance evaluation or
training and development decisions
5 = Provides a common reference table to
4.3
manage collaborators with very different job
4
descriptions
3.8
(Nunes F. Competency Management in EU Public Administrations, Dec
5
2007; Survey is based on 24 EU MS)