Proposing the balanced scorecard framework for competency identification: an Iranian case study in software support industry
by Seyyed Babak Alavi; Seyedeh Nasrin Bagheri; Masoomeh Khandan
Middle East J. of Management (MEJM), Vol. 2, No. 1, 2015

Abstract: Although some methods have been proposed so far for the development of competency models in the HRM literature, it has been argued that many of these methods are still subjective and lack systematic procedures. Based on balanced scorecard (BSC) as a strategy implementation framework, this paper proposes a method on how competency models can be developed. Using this method, a competency model is formed in relation to key business processes, organisational and information capitals in order to implement strategies. This approach links competency model development to strategy implementation process in a systematic way. The model was then implemented for software support personnel in a large Iranian company. The feasibility of its helpfulness was examined using a qualitative study by interviewing best performers in software support and a sample of informants of this company. This study provided a competency model and some ideas for further research expanding the model proposed in this paper for competency identification. In addition, this approach can also be used for training needs assessment in relation to strategic analysis.

Online publication date: Fri, 24-Apr-2015

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