Can competencies at Selection predict performance and development needs?
    

This article is designed to show competency comparison’s with candidates for later development needs and job performances. During this process, competency frameworks often provide ways to integrate HR practice across employee life cycle. Through this process training and development, to performance appraisal and promotion are used. This study identifies advantages accrued as well as highlighting difficulties in practical application. By using an integrated competency framework, it embedded this study of the selection and performance appraisal processes, which will deploy its human capital to meet business objectives. 
    During 1990s, HR management had to reduce costs, improve its services, increase impact and provide more satisfying work experience (Kochanski and Ruse, 1996). In (1973), knowing that McClelland measures “competence” rather than intellectual ability or cognitive functions was originated. By matching competencies and job requirements to improve organizational performance will lead to an increase of satisfaction according to (Spencer et. al., 1992). Also mentioned is the ability to point out this approach, behavioral analysis requires both theoretical and practical sophistication McClelland (1973). By using key stakeholders to identify specific groups, it was suggested that a behavioral competency model for managers showed that the competency framework was linked to performance measures.
    Capturing important competencies is contributed to the organizational performance, longitudinal study showed different with top-level executives. With this study, it showed different time points associated with high performance at different levels. Competency frameworks are now emerging and applied across the full range of human resource processes. A competency framework used across different organizations highlighted the importance of different competencies to identify and code behavioral evidence as well as comparing it to superior and average performers. Finally, HR process integrated a competency based approach to management by fostering employee respect and creating a better work environment (Bonder et. al., 2011).
Work Cited
Antonacopoulo, E.P. and FitzGerald, L. (1996),“Reframing competency in management development,” Human Resource Management Journal, Vol. 6, pp. 27-48.
McClelland, D.C. (1973), “Testing for competence rather than for intellegience”, Anemia Psychologist, Vol. 28, pp. 1-14.