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It's hard to tell if today's competitive job market is more unsettling for employees seeking job security or companies trying to retain loya l workers. The Value-Added Employee provides fresh insights on what ma kes employees valuable to the organization and how companies can keep productive employees on the job. Employees will understand how to incr ease their personal marketability by developing specific skills, knowl edge, and attitudes. Managers and coaches will find the tools and reso urces to make employees more valuable to the organization. Even policy makers and human resource professionals can drive change and business improvement through the application of competency modeling processes. The Value-Added Employee is a step-by-step plan for targeting the com petencies an employee wants to develop and employers most desire. It d iscusses 31 core competencies, including interpersonal competencies, b usiness competencies, and self-management competencies.
Audience: HR and Training Professionals; individuals looking to improve their career skills.
Introduction; Part I: The road to value creation and career success: Performance and competence add value; Capitalizing on strengths and building competencies; Where do you want to go, and what are you willing to do to get there? Obtaining the resources and support you need; Part II: Competencies dealing with people; Business compentencies; Self-management competencies; Appendix A: Core competencies; Appendix B: Worksheets for career planning and self-assessment; Appendix C: Example of a competency model; Appendix D: Team competencies; Appendix E: Position analysis; Appendix F: Applications of competency modeling