ABSTRACT
This chapter presents some practical instruments designed to help in managing the devolution of responsibility. However, the use of management competencies is considered. Potentially competency analysis can assist in communicating and agreeing training requirements with managers. This job-related competency is identified in a fundamentally different way from the behavioural competency. An agreed competency framework can determine the focus of an assessment or selection process and can assist in framing the objectives of a training course. Some assessment processes make use of behaviourally-anchored rating scales (BARs) where graded levels of output are specified and performance judged against those levels. The chapter describes two methods of identifying training needs: both promote the concept of joint ownership between line management and the training department. The process of drawing up the core curriculum is as important as the product. The chapter illustrates a case study describes how training needs were determined and a plan formulated for the London headquarters of a smaller city institution.
