Human resource training and development
The common approach in employee training and development under HRM is identify-
ing training needs and designing training to fill knowledge, skills and attitudes gaps.
Advances in knowledge management have made a significant difference between the
point where training needs are identified, and the point where the opportunity to learn
arises. CBHRM focuses on learning as a continuous process of improving the key char-
acteristics of employees. The guides for what needs to be improved are the characteris-
tics of best performers.
Competence based performance management (CBPM)
The difference between CBHRM and the traditional performance management approach
may not be clear in organisations where performance systems are anchored to the or-
ganisation’s vision, mission and strategic approach in managing people. However,
where decisions are based on mid and annual year appraisals and ratings, CBHRM
proves itself superior since the process of performance management involves a process
of improving competencies that have a direct link to organisational goals and objectives
within the wider context of the organisation.
CBHRM approach defines performance management as a systematic process of im-
proving and sustaining the performance of human resources throughout an organisation.
This includes acknowledging that human resource competence is a performance driver
and has to be multidisciplinary and uses an integrated approach to competence assess-
ment and development.
The limitations of traditional PMS
Traditional PMS uses the performance appraisal approach, which is open to bias and
there are concerns that it does not accurately reflect an individual’s performance capa-
bility.
CBPM encourages frank and non-adversarial communication between employees
and their managers on performing work aligned to their competencies. Employees’
work results are aligned with the achievement of the organisation’s strategic objectives.
It affords the opportunity to identify and develop much needed competencies and estab-
lishes a work environment where the roles, relationships and responsibilities of both
managers and employees are well defined, as indicated in Figure 10.2.
The arrows in Figure 10.2 show that the major differences between CBPM and tradi-
tional performance systems is that the individual job competence requirements are
based on organisational and functional competencies that are necessary for the corporate
mission, goals, objectives and strategies. Therefore, the concern of managers is the ex-
tent to which individual competencies are displayed and linked to superior job perform-
ance. Therefore, areas of improvement will target specific talents and competencies.
Similarly, employee reward and development strategies and activities are tied to talents
and competencies identified and assessed during review and appraisal.
The establishment of individual job performance and the limitations of job descriptions
There are key differences between the traditional human resource recruitment and selec-
tion process, and that of the competency based processes. Different authors have docu-
mented their experiences and practices, which are well summarised by Kumar (2006):