Case of Two GMs at Wave Telecom Ltd

Abstract

The identification of managerial competencies followed by assessments and training based on the same has been an effective method of creating high performance culture within organizations. But, within this framework, if enough thought and contextual logic is not applied and appropriate methods not used, the entire exercise may just end up being a complex and jargon-filled fiasco with poor business outcomes. Also to be considered are trade-offs between simple concepts applied well vs detailed intellectualization that run the risk of inadequate implementation. Further, there exist some roots—Individual Core Competencies—from the combinations of which evolve a vast majority of all competencies. How could we apply these while modelling and profiling competencies? Lastly, what may be a better approach between considering a team member as a self-sufficient resource with his set of competencies vs focusing on the team as the unit which has a set of complimentary competencies? What could be the pitfalls, in general, in competency based assessments?