The Study of Competency-Based Training and Strategies in the Public Sector

Published date01 June 2013
Date01 June 2013
AuthorJui-Lan Wu
DOI10.1177/0091026013487124
Subject MatterArticles
Public Personnel Management
42(2) 259 –271
© The Author(s) 2013
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DOI: 10.1177/0091026013487124
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Article
The Study of Competency-
Based Training and
Strategies in the Public
Sector: Experience
From Taiwan
Jui-Lan Wu1
Abstract
In the private and public sectors, competency-based training is a popular method
that focuses on improving employees’ knowledge, abilities, skills, and organizational
performance. Yet, working in complex organizational environments, training
practitioners often neglect certain steps and principles. This article examines
competency-based training and strategies in Taiwan’s public sector, from the
concept to the critical success factors in competency-based training. It then suggests
some practices for training practitioners in the public sector.
Keywords
core competency, competency gap, competency-based training
“Competent employees don’t remain competent forever. Skills deteriorate and can
become obsolete. That’s why organizations spend billions of dollars each year on for-
mal training” (Stephen, 2001, p. 480). The term training, according to The ASTD
Reference Guide to Workplace Learning and Performance (American Society for
Training & Development, 2000), “is intended to build on individual knowledge, skills
and attitudes to meet present or future work requirements.” Competency comprises the
specification of knowledge and skills. The application of knowledge and skills to the
standard of performance requires completing a task.
1Civil Service Protection and Training Commission, Taiwan, Republic of China
Corresponding Author:
Jui-Lan Wu, Civil Service Protection and Training Commission, No. 1-3, Shihyuan Rd., Wenshan District,
Taipei 11601, Taiwan, Republic of China.
Email: juilan_wu@yahoo.com.tw
487124PPM42210.1177/0091026013487124Public Personnel ManagementWu
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