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Recherche et Développement

Compétences

Organizations have long recognised the importance of developing a competency framework and aligning and developing their employees’ competencies with these. There are numerous models available, with some organizations developing their own frameworks.

SHL has developed the SHL Competency Framework following many years of research, enabling other models to be mapped onto this and understand how SHL assessments can help to measure and develop the competencies of the organization. Organizational values and the fit between those of the company and the individual is crucial to encourage high performance and satisfaction levels.

Select an article from the list below:
 

01-10-2003

Interview with Professor Dave Bartram who talks about how SHL has developed the Great Eight Competency Framework and how organizations are using this as a basis to structure competencies and match people to the right jobs.

01-01-2003

This paper argues that we should focus more on performance at work rather than our predictors of it, and presents a new approach to validation which uses the framework of the SHL Great Eight competency factors.
Bartram, D, Baron, H, Kurz, R
BPS Occupational Psychology Conference 2003

01-01-2003

We should put a model of performance at work at the centre of what we do, rather than focus attention on models of psychological attributes (such as the Big Five personality factors). The Great Eight competencies provide a compressive coverage of work-related behaviours and provide a generalisable framework for both performance assessment and performance prediction.
Baron, H, Bartram, D, Kurz, R (2003)
BPS Occupational Psychology Conference 2003

01-01-2001

Find out more about how the SHL Competency Framework was developed to provide organizations with a common language with which to underpin the employee lifecycle. Explores the rationale for the development of the SHL Competency Framework.
Bailey, R, Bartram, D, Kurz, R
BPS Annual Conference 2001
 

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