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18 Jul 2017

A Case Study Of The Use Of A Competency Framework In The Australian Army For Performance Management And Development

Eri Radityawara Hidayat, 2005
University of Sydney


To improve staff performance in this increasingly competitive world, many organizations are  turning to competency frameworks and implementing Competency-Based Human Resources Management (CBHRM). There are two major approaches to CBHRM: (i) the person-based US competency model that includes personal attributes and aims to deliver superior performance, and (ii) the job-based UK type which consists of only skills and knowledge, and is more concerned with certification. The Australian competency approach is similar to the UK version, and is understood mainly in the form of Competency-Based Training (CBT) regulated under the National Training Framework (NTF). Although the Australian Army also follows the NTF, it has a mechanism to accommodate non job-based competencies in the form of enterprise competencies, attribute-based Performance Appraisal Reports (PAR) and Capability-Building Education (CBE). This research found that although CBT was useful for standardizing training, and could become an effective tool for recruitment and retention, it prevented creativity and demotivated high performers. At the same time, there is no linkage between CBT, PAR and CBE, creating a disconnection in the system. Considering the changing nature of military operations, and particularly the requirement for greater flexibility and personal initiative, it is recommended that the Army formulates a generic competency framework, and uses this as a basis for integrated performance management and development, as part of CBHRM.


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