Many executives and HR leaders develop competency models with little to no research on whether they have any connection to outcomes. For example, charisma, time management entrepreneurial spirit, managerial courage, and executive presence are examples of competencies that don’t predict or correlate to levels of employee engagement, profitability, sales, safety, turnover, customer satisfaction, or quality. This white paper summarizes Zenger Folkman’s extensive experience with using an evidence and strengths-based competency model.
Author: Joe Folkman
Source: The CLEMMER Group
Subjects: Human Resources, Leadership, Management, Organizational Behavior