As for the implementation of competency into Human Resource system, more companies consider to apply it in Taiwan. To provide related experience, this research uses the single case study method and comes out some topics as follows: 1. To study the individual company¡¦s competency implementation to provide the company¡¦s experience to those who will apply competency in the future. 2 By related researching documents, to find out the improving methods for the individual company. Some findings of this research as follows, 1. For the project, to gain recognition by communication; to apply competency into to selection, training, performance review and to link with the strategy plan. 2. Some problems arisen: no data computerized; no project & training evaluation and no calculation method of performance review. 3. The suggestions to the companies intend to apply competency: (1) For the project: recognition, process, communication & competency model setup. (2) For the selection: data collection, competency model adjustment based on the organization change. (3) For the training: to find critical competency & people by competency model. (4) For the performance review: to set up the evaluation of behavior.

Abstract Talent is an important asset for business. Corporate must have a systematic approach to develop the training needs, planning, and implementation. But the question is, the corporate training is difficult to be created seriously in the pass. But most of people still like to build the competence system. As we know, most of researchers who study about competence, they just focus on how to create a position competence. There are few researchers study the relationship between training program and organizational performance. This research desires to study about how to create a training program from competence model. At the beginning, this study starts to survey a literature review about how to develop training needs from the competence model. Then, I was study a competence based training program through a case of logistic company. This research hoped to acquire an approach of training needs from competence model. At this case, I found that it¡¦s hard for HR to develop training needs from competence analysis. For example, case company didn¡¦t have a professional HR to deal with competence analysis, training needs, pre-test, post-test, performance evaluation, and so on. However, in this case, it would be affirmative action that they tried to develop a training program from competence. And this research recommended some opinions to improve their training program in the future. For example, case company could improve the analysis of competence; modify the blueprint of training program, etc. We hope that the case company could perform their program needs to be more scientific and more systematic. Keywords: Competency, Training

When the global financial crisis struck, the economic downturn, the phenomenon of lay-offs continue, the survival of enterprises and the problems faced by employees¡CPeople have lost confidence in the leaders .The subject of talent issues become into a business topic. What are the specifications of talent ? What can be predicted effectively work or context or the reference standard for outstanding workers? Some scholars have pointed out the competency can provide as media between strategy and human resource management activities. Data from the study found the area of Taiwan's current competency are concentrated in certain special duties, management level or scale of the establishment of specific Competency, but Competency for the business development background, pre-assessment, the import process, human resource practice, as well as assessment of the overall study is considerable proportion of the minority. Therefore this study were funded with the field of human resource, associations and consultants recommend the practice of competency or the effectiveness of a reputation for a sample case study. Through the practical application of business competency to explore and understand each case whether there is common or similar factors, and the implementation , application, conversion and other experience sharing, research and development competency in order to promote the practical value of the field and help those are interested in the future or into the competency of the difficulties now facing into the direction of the business guidelines. The results of this study show that: 1. Cases of human organizations in general are facing the issue of restructuring. Organizations in response to changes in the external environment, which are facing rapid growth or a merger of human re-engineering issues, have decided to choose the competency to solve the issue of talents in short-term or long-term planning of human resources. 2. For handling competency project, the input and investment to the human resources executives, depending on the support of chief executive in charge of the attention the extent of funding, communication objects and into the depth of the breadth of the scale, but with the company scope are not directly related to the scale. 3. The construction of the core competency and managerial competency model is used to the majority of cases , the main way to construct is carrying out a large number of interviews and meetings to high-level consensus. 4. The implementation of competency could be divided into the promotion of nature and linkage of human resource system. Comprehensive approach would be funded by the people planning the internal marketing activities, training activities to experience the competency carried out to collect examples of behavior sample to promote the human resource system. 5. Competency in the recruitment selection, training and evaluation of all cases of the competency generally used in surface structure, showing the practical application of these three is also the most popular. Career development and successors funded in comparison to others used less practical. One of the Consultant is the only one among the of the sample which adopts the competency-based payment. 6. The feedback Competency of the effectiveness of the use of a wide range of dimensions can be quantified in practice get a small number of indicators, such as improved retention rates or a decline in turnover rate, or most other acts of bias and cultural face and the impact surface. 7.Through the implementation, the general reaction feedback from staff are normally in ifficulty of the recognition and identification, even in the assessment took place with the staff in charge of the issue of cognitive differences. Cases suggested that a solution can be sustained and effective marketing activities or competency of the depth of training experience to lead the communication stage. 8. The support of executives of all companies surveyed unanimously agreed that an important key factor. Most other cases the company generally agreed that there are the success factors: choice of the competency of the application of tools and consultancy firms, as well as easy to understand the behavior described in the follow-up to facilitate communication, as well as HR need to have a good attitude and can adhere to the communication, continuous input and implementation. View from the case studies ,link the competency model to the human resources function, we can see based on the concept of competency has been greatly to replace the traditional job-based human resources management activities. Keywords: Competency, Competency model, Competency assessment, Human resource management activities

Thesis Univ. of Maastrich, 2008. / Literatur S. 209-242.

This thesis is introducing the main specifics of practical use of Competency Management in any firm or corporation. The Paper is providing answers to following questions: What is the crucial difference between Competency Management and traditional human resource management approach? What is the novelty of Competency Management? What are the main advantages of Competency management in practise?

The CBI Facilitator Assessment tool is what the Case-based Instruction faciliatators use to assess the three of the six behavioral competencies for first year medical students.

The roles of pharmacists have changed in the last decades requiring pharmacists to keep up with, and even anticipate, the changes in practice to continue to be competent healthcare professionals. Competency or professional development frameworks have been developed and validated to support pharmacists with their learning and development. However, such a tool has not been developed for pharmacy undergraduate students and it is sensible to think that such a framework might also help pharmacy students in their learning and competency development. Thus, the aim of this research was to identify competencies required of pharmacy undergraduate students and to develop, and evaluate the use of, a professional development framework for these students. A mixed methods approach was adopted in the two-phased study. A cross-sectional design was employed in the first phase. Literature on pharmacy students’ competencies was reviewed and a series of workshops, focus groups and interviews with pharmacy students and academics, and stakeholders in pharmacy were conducted to identify the competencies required of pharmacy students during their degree and to develop the framework. The findings of previous rounds of data collection fed into the subsequent rounds. After five iterations 17 competencies were identified and divided in two clusters: Professional; and Delivery of Patient Care Competencies. A longitudinal design was used in the second phase. The use of the framework was evaluated with third and fourth year pharmacy students who self-assessed their competencies three times in two schools of pharmacy over the academic year of 2009-2010. The students’ self-assessed competencies increased over the year and correlated positively with their examination results and perceived self-directedness towards learning. This research provides evidence that the framework captures pharmacy undergraduate students’ development of their competencies during the academic year based on their self-assessed competence. Thus, the framework can be used as a self-assessment tool to support their learning.

Practice in the sales profession and current competency research indicate salesperson competence is key to organizational competitive advantage. With models of selling evolving to respond to the marketplace, there are changes in the competency requirements and roles people must play for future success, resulting in the emergence of new kinds of sales professionals. While there has been research in the area of entry-level salesperson competency, there is a gap in the literature regarding sales manager competence. Despite potential for sales managers to influence salesperson performance in the evolving sales models, research focusing on sales manager selection, development, and performance is limited. The purpose of this research was to synthesize sales manager competency perceptions, propose an inventory of competencies for frontline sales managers (FLSMs) in for-profit organizations that can assist in improving individual, team, and organizational performance, and generate recommended uses of the competency model that could serve as a guide for human resources initiatives to increase levels of sales force effectiveness. The Delphi technique was the chosen research method for this study, with an expert panel of 35 nominated Chief Sales Officers (CSOs) and FLSMs. Through a threeround electronic questionnaire series, the panel reached consensus on 34 competencies in eight clusters in the following three categories considered essential for exemplary performance by FLSMs: team effectiveness, personal effectiveness, execution and results. All numerical data were analyzed using descriptive statistics. Spearman's rank order correlation coefficient was used to determine the degree of agreement among respondents, and the constant comparative method of data analysis was used to synthesize panelist's input. The findings of this study resulted in the following conclusions: Exemplary performance in FLSMs requires competence in developing and sustaining inter- and intrapersonal skills excellence as compared to the functional selling skills required for high individual contributor performance; There was agreement in how CSOs and FLSMs perceive competency importance; There was strong disagreement in how CSOs and FLSMs perceive FLSM competence; Both groups report they would use the FLSM Competency Model as a coaching tool; FLSMs noted the primary use of the competency model would be to benchmark their skills.

Leadership has been defined as the competencies and processes required to enable and empower ordinary employees to do extraordinary things in the face of adversity, it has the added advantage of constantly delivering superior performance to the benefit of individual employees and the organisation, thereby improving returns on investment for shareholders. These behaviours include being skilled in emotional competencies. This study focused on the emotional intelligence factors considered characteristic of effective leaders. Forty-eight high potential leaders (HPL) that were selected as part of the companies talent management program were included in the study. Their ratings on the 360-degree Emotional Competency Profiler (ECP) where compared to a group of twenty-four employees that were excluded from this program. Qualitative and quantitative methods where used to explore the relationship between leadership and emotional intelligence. Focus groups were used as qualitative method to determine the relationship between emotional intelligence as measured using the Emotional Competency Profiler (ECP), leadership and the leadership requirements placed on leaders as documented within the talent management program. The results from these discussions indicated a positive relationship between, emotional intelligence, leadership theory and the leadership requirements of the company. Quantitative methods where used to compare the ratings of leaders with nonleaders. The gap identified between current EQ behaviour and the importance of the EQ behaviour were used to indicate the leadership demands placed on the high potential leader and non-leader groups. The outcome of the study indicated the value and application of emotional intelligence (EQ) as component of effective leadership. It is well known that emotionally intelligent leaders have the ability to engage the hearts, minds and imaginations of ordinary people. They inspire people to perform beyond their own expectations. These leaders create a sense of ownership, belonging, security and joint destiny in situations of uncertainty and change. The result is that employees trust these leaders and approach their jobs with greater commitment. The resulting teamwork, mutual support and co-operation create a work environment were employees become creative and innovative. Teams with emotionally intelligent leaders reach a level of synergy that lifts their performance to a level that is more than the sum total of the individual contributions. / Thesis (MBA)-University of Natal, Durban, 2003.

Leadership has been defined as the competencies and processes required to enable and empower ordinary employees to do extraordinary things in the face of adversity, it has the added advantage of constantly delivering superior performance to the benefit of individual employees and the organisation, thereby improving returns on investment for shareholders. These behaviours include being skilled in emotional competencies. This study focused on the emotional intelligence factors considered characteristic of effective leaders. Forty-eight high potential leaders (HPl) that were selected as part of the companies talent management program were included in the study. Their ratings on the 360-degree Emotional Competency Profiler (ECP) where compared to a group of twenty-four employees that were excluded from this program. Qualitative and quantitative methods where used to explore the relationship between leadership and emotional intelligence. Focus groups were used as qualitative method to determine the relationship between emotional intelligence as measured using the Emotional Competency Profiler (ECP), leadership and the leadership requirements placed on leaders as documented within the talent management program. The results from these discussions indicated a positive relationship between, emotional intelligence, leadership theory and the leadership requirements of the company. Quantitative methods where used to compare the ratings of leaders with nonleaders. The gap identified between current EQ behaviour and the importance of the EO behaviour were used to indicate the leadership demands placed on the high potential leader and non-leader groups. The outcome of the study indicated the value and application of emotional intelligence (EO) as component of effective leadership. It is well known that emotionally intelligent leaders have the ability to engage the hearts, minds and imaginations of ordinary people. They inspire people to perform beyond their own expectations. These leaders create a sense of ownership, belonging, security and joint destiny in situations of uncertainty and change. The result is that employees trust these leaders and approach their jobs with greater commitment. The resulting teamwork, mutual support and co-operation create a work environment were employees become creative and innovative. Teams with emotionally intelligent leaders reach a level of synergy that lifts their performance to a level that is more than the sum total of the individual contributions. / Thesis (MBA)-University of Natal, Durban, 2003.