Current thinking supports the contention that successful organization performance
rests on the skills, knowledge, attitudes and other human characteristics of the
workforce. In Australia, a consequence of this thinking is that action to improve
performance has centred on improving skills, training and staff development, and
linking training and performance with the achievement of strategic objectives.
This paper describes a study to develop a skills inventory for managerial positions,
to assess skill deficiencies, and determine the training and staff development required
to maintain present skills and meet the demand for new skills generated by the strategic
planning of the organization.
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