Publication: La supuesta neutralidad de la evaluación por competencias
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2010
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Universitat Rovira i Virgili
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Abstract
La gestión por competencias se ha convertido en los últimos treinta años en uno de los temas recurrentes cuando se habla de la gestión integral en las organizaciones del siglo xxi. Los cuatro pilares sobre los que descansa dicha gestión son la selección, la formación, la retribución y la evaluación. El objetivo del presente artículo es el análisis de uno de esos elementos clave: la evaluación por competencias. El punto de partida de esta investigación es la tendencia, en aumento, a valorar a los trabajadores tanto por sus cualificaciones como por sus actitudes, dos elementos centrales en la definición de competencia. A través del análisis de diferentes entrevistas a expertos y encargados de recursos humanos implicados en la gestión por competencias, se pretende visualizar las dificultades de encontrar elementos objetivos a los que atenerse a la hora de evaluar las competencias de los trabajadores.
In the last 30 years competence-based management has become a recurring theme in the integral management of 21st-century institutions. The four pillars that support competence-based management are selection, training, remuneration and assessment. The aim of the present article is to analyse one of these key elements: competence-based assessment. The starting point of the study is the increasing tendency to assess employees on the basis not only of their qualifications but also of their attitudes, two elements that are fundamental to the definition of competence. By analyzing a variety of interviews with experts and people in charge of human resources involved in competence-based management, we aim to highlight how difficult it is to find objective elements on which to base an assessment of the competences of employees.
In the last 30 years competence-based management has become a recurring theme in the integral management of 21st-century institutions. The four pillars that support competence-based management are selection, training, remuneration and assessment. The aim of the present article is to analyse one of these key elements: competence-based assessment. The starting point of the study is the increasing tendency to assess employees on the basis not only of their qualifications but also of their attitudes, two elements that are fundamental to the definition of competence. By analyzing a variety of interviews with experts and people in charge of human resources involved in competence-based management, we aim to highlight how difficult it is to find objective elements on which to base an assessment of the competences of employees.