TABLE OF CONTENTS Thinking is the hardest work there is, which is probably the reason why so few engage in it.
Henry Ford
In the past, discussing hierarchical relationships was a taboo. This is starting to change. People have more knowledge now and find that their needs are also important. Organizations that align personal and shared ambition, and link them to the competence development process, become more human.
Hubert Rampersad
In this chapter the development cycle is central. Here the emphasis is on the job-oriented competence development of individual employees and managers; this in turn enables them to do their job properly. Due to their gradual development and education the quality of their job performance improves and optimal use is made of their abilities to deliver the required organizational performance. Result planning, coaching, appraisal, and job oriented-competence development are continuously followed in this cyclic process (see Figure 6.1). Figure 6.2 shows the correlation between this cycle and other TPS elements. This figure also illustrates the personal and organizational alignment that is essential for the individual employee's competence development. Most organizations incorrectly implement the competence development system; frequently there is no clear connection between this system and the shared organizational ambition. Moreover, there is no connection with the personal ambition of individual employees (see Figure 6.2). This does not stimulate learning, nor does it benefit sustainable organizational improvement and development. In HRM literature, the importance of these starting points is also usually ignored. This chapter shows how, based on the TPS concept, competence...
