Rebuilding Core Competencies When a Company Splits 59Copyright © 2005, Idea Group Inc. Copying or distributing in print or electronic forms without writtena level above new hire basics were consistent across all four parts of the corporation. This
leads to at least some degree of internal validity to this approach.)
Level 1: New Hire Training (done by the Personnel Department)
The topics covered at this level apply to all new employees to the organization,
thereby eliminating internal hires or internal transfers to new jobs. The topics covered
include the following:
- Company history and policy
- Company culture
- Standards of business conduct/misconduct/corrective action
Level 2: Team-Specific Overview (done by team leader or manager)
The first day on the job after the employee completes the I-9 paperwork (U.S.-
specific activity) and is processed by security, the manager makes arrangements to meet
the new employee and give him/her a site tour. The manager also introduces him/her to
a mentor who is typically a coworker or another member of the team. Additional topics
covered by the manager at this time include things such as parking “rules,” emergency/
evacuation procedures, payroll-related procedures such as time sheets/cards, schedul-
ing time off, and so forth, and performance evaluation process and expectations. (None
of the items in the study were identified as core competencies at this level but it was
decided to include those things on the manager’s checklist for new employees in the final
write-up. This seems to give a more complete picture of all the needed knowledge transfer
for all groups of employees.)
Table 2. Comparison of competency job skills by type of study
*Five skills were not classified.
Technical Nontechnical Total
Corporate specific 4 (3.9%) 10 (9.7%) 14 (13.6%)
Noncorporate 18 (17.5%) 71 (68.9%) 89 (86.4%)
Total 22 (21.4%) 81 (78.6%) 103 (100%)Core competency skills, abilities, and knowledge needed for career advancement
Core competency skills, abilities, and knowledge needed to rebuild company
Technical Nontechnical Total
Corporate specific 50 (20.7%) 44 (18.3%) 94 (39%)
Noncorporate 105 (43.6%) 42 (17.4%) 147 (61%)
Total 155 (64.3%) 86 (35.7%) 241 (100%)*