Hello Vhian,
Thx for your response.
You're welcome and it is my pleasure.
Thanks for sharing that.
But when it comes to the issue of People Development, TBHRM emphasis on the "personal need" which is the other way around comparing to CBHRM which emphasis on "organizational need".
So true and when employers use both approaches great things happen.
I found it's quite difficult for organization which already implements CBHRM to change to TBHRM, especially for a large-scale industries such as Mfg. don't you think so?
I agree, but it isn't a change to TBHRM but rather TBHRM is added to CBHRM. Employers don't need to change what they do they just need to add another step, i.e., talent identification.
Executives and managers who had bought into the competence approach were convinced that competence leads to job success.
For employees to find job success...
- talent is necessary, but not sufficient.
- skills are necessary, but not sufficient.
- training is necessary, but not sufficient.
- orientation is necessary, but not sufficient.
- knowledge is necessary, but not sufficient.
- competency is necessary, but not sufficient.
- qualifications are necessary, but not sufficient.
- effective management is necessary, but not sufficient.
- successful interviews are necessary, but not sufficient.
Talent is the only necessary condition for job success that employers cannot provide their employees and schools cannot provide their students. Employers must hire talent, see the book "First, Break All the Rules, What the world's greatest managers do differently" by Bob Gately.
gately@csi.com