Competency Management in Brazil: A Multi-Case Study

Abstract

A large part of the contemporary organizations is inserted in a highly competitive and dynamic environment, bringing to the managers the challenge of rethinking organizational strategies and management models. In this context, competency management emerges as a promising model capable of linking people management processes to business strategy. Therefore, the present research had as objective to analyze the models of competency management implemented by large organizations in Brazil. Three case studies were carried out, comprising beverage, chemical and steel industries, and then a comparative analysis was performed. From the obtained results, it was verified the importance of aligning values and organizational strategies to the defined competency model; use feedback as a human development tool; and implement a horizontal and in Y career structure. The contributions of the present research are perceived in two different environments. Firstly, in the business sphere, it has the potential to contribute in order to reduce the difficulties experienced by various organizations when trying to adopt competency management, which often use practices that do not fit with this system and maintain human resources management processes not aligned with the business strategy. Additionally, regarding the administrative science, the accomplishment of this study contributes to mitigate the theoretical gap around the researched topic.

Business strategies under the new marketing myopia perspective

“…Levitt (1960) argued that these companies adhered to an apparent indisputable superiority of the product, for which there were no apparent substitutes. Despite this comprehension, it is common for companies to resist the scenario of volatility and intense competition in which they are inserted (Ceribeli, Maciel, & Guilarducci, 2017). Although understanding change is a more relaxed way of dealing with environmental changes, organizations tend to ignore it (Ciccarino & Araki, 2017).…”

Overview of the scientific production of competency-based management in the Brazilian public administration (2008 to 2018)

“…For the effective implantation of competency-based management, firstly, it is essential to have a defined organizational strategy (Brandão & Bahry, 2005;Ceribeli et al, 2017). Its definition must enable the identification, development and usefulness of individual competences for organizational success (Chouhan & Srivastava, 2014).…”

“…Skorková (2016) indicated as positive results of competency-based management more efficacy in recruitment process, due to the clarity and for being rule-based; improvement in communication, because it is clearer and broader for employees; and improvement in capacitation processes, such as the implantation of personalized training and development processes. An organizational benefit originated from the effective implantation of CBM is the increase of commitment of the professionals and, consequently, a positive impact in work motivation (Ceribeli et al, 2017). Besides, the model enables career planning and talent management (Brandão & Bahry, 2005;Skorková, 2016).…”

Feasibility of the expectation-maximization algorithm for assessing individuals with different sensory perceptions in discrimination of specialty coffees

“…Other consumption factors may be contextualized in activities of individuals in a sensory analysis, involving different theories that explain different attitudes worthy of being identified in sensory experiments (Brookes, 2014;Sørensen, Andersen, & Andersen, 2014;Oliver, 2014;Ceribeli, 2015;Dai, Luo, Liao, & Cao, 2015;Ossani, Cirillo, Borem, Ribeiro, & Cortez, 2017). The main theories are discussed by Lankton and McKnight (2012) and include assimilation theory, which indicates that individuals tend to be reluctant to accept discrepancies from previously assumed positions.…”