Competancy Model

1304 Words6 Pages
Running Head: Competency Model

The Standard Competency Model Michael D. Reilly September 30, 2012

The Standard Competency Model Abstract


This paper examines whether a standardized competency model can be applied to an organization such as the fictitious Barker Foods. The case study established the foundation for the perception one was needed by the Human Resource (HR) director, Ann Baxter. Some of Barker’s executive leadership is resistant to the idea, while others fully supported the concept. In fact the CFO informed Baxter that any attempt to implement such a strategy would undermine the spirit of entrepreneurship the Baxter needs more of (Morrison, 2007). The learnings of BUS669 and additional research will support why a
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The Standard Competency Model competency model that is implemented at Barker Foods must be focused on identifying dimensions of performance applicable to many roles and situations but specifically on behaviors which are not unique to any specific role (Markus et al, 2005). Interpersonal awareness and appropriate social behaviors will foster a cohesive, productive environment, regardless of the position a person is in or the status of their organization.


As is frequently the case, breaking out of the past and eliminating outdated and improper mindsets is a significant challenge. A leader who possesses the social awareness to accomplish this hurdle will be better suited to effectively lead a group to see a goal come to fruition. Some of Barker’s senior leadership is resistive to implementing this competency model for reasons which should be challenged. The underlying qualities, specifically related to the interpersonal awareness are applicable to any situation, and while the specific skills may need to be tailored to the function, the
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