Hi Jessica,
I have just completed the HR building: skills and competence profiles -
career development form org point of view, from emp. point of view and the
resulting individual career path- compensation broadband structure - human
resource development - performance appraisal. These components all
intertwine. They must be all the result of the objectives of the
organization. It is very crucial to structure these components in 'best
practices'. If you do not do this the carious components are not being
seen as related to each other and you get goal displacement (Merton), like
performance appraisal is just looking back and not forward, training is
looked at form a negative point of view (repair in stead of development)
etc.
To be able to implement these components I have constructed models. The
advantage of models is that you provide the audience (i.c. management)
with pictures of the reality. I noticed that this works a lot better than
provide them with the hundred pages written information.
I consider building this structure as a backbone for a good cooperation
between company and employee. A strong backbone provides the company with
competitive advantage and the employee with fun in his working life.
Gijs Houtzagers
Director Human Resources
BaaN
AllFinance
Hora park 7, 6717 LZ EDE, The Netherlands
P.O. Box 250, 6710 BG EDE, The Netherlands
Telephone 31 (0)318 695382
Fax 31 (0)318 695339
Cellphone 31 (0)6 22199492
email: ghoutzag@baan.nl
--"drs G. Houtzagers" <G.Houtzagers@inter.nl.net>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>