EN
The aim of the article is to analyse and assess selected, most-representative methods of competence management. It shows basic methods for identifying competencies, including questionnaires, the sketching of organigrams, and the construction of process models. It then goes on to discuss methods for assessing the competencies, including the critical event method, competence tests, qualification scales, checklists, normal distribution, the personal portfolio, the 360° model, and assessment and development centres. Subsequent sections look at basic methods for developing individual competencies recognised by the American Compensation Association as the most effective – formal lecture training, widening the sphere of responsibilities, employee support (coaching, mentoring, counselling, and empowerment), independent projects and the periodic rotation of positions. The final part of the article describes tools that may be used to evaluate competencies in remuneration. It focusses particularly on a comparison of a traditional model for evaluating work and evaluation done on the basis of competence assessment.