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Question: “My company is trying to develop a performance management framework based on a competency model we established several years ago. The process is not going very smoothly. No one seems to agree on how the competencies should be used to develop the performance appraisal instrument. I’m worried we’re going to develop a poor tool that is poorly received by the managers and employees who have to use it. Can you offer any suggestions?”

Answer: This is a common issue that organizations confront when they try to apply competency frameworks.

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About the Author

Daniel A. Schroeder, Ph.D. is president of Brookfield based Organization Development Consultants Inc. ( He can be reached at 262-827-1901 or Read More »

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