Intellectual Capital/Stewart 93-94

94 ...that customers expect from the people they deal with at the bank: familiarity with its products line, a knowledge of accounting, etc.

...competency models were turned into "competency maps" that, in effect, display the skills people need to move along career paths.

The false correlation of learning with training or education is one of the most common and costly errors in corporate managment today.

...Armed with competency maps, employees are responsible for learning what they don't yet know or enhancing what they do--to perform thier current jobs not to prep for the job on the ladder's next rung. The idea is for employees to close the gaps between what they can do now and what customers expect them to be able to do.

...the company can measure achievement rather than participation--an output, not a cost; a skill attained, not a seat warmed.

...core competencies of the company and shows individuals how they can grown in the knowledge that hte bank needs.