The competency approach can streamline the key processes of recruitment, selection, development, training and strateigic planning. This introductory text helps organizations assess the real advantages of going down the competency route and how they can translate theory into action. Depending on the circumstances, the author argues, appropriate lists of competencies may stress inputs or outputs, may be general or specific, team-based or individual, organization-wide or sharply focused, home-grown or linked into the national training frameworks. Later chapters explore the issues of measurement and training, and the political implications of introducing competencies.