Sponsored by Workstream

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EXECUTIVE SUMMARY
A successful company is one in which a high-performing workforce demonstrates the competencies
necessary to drive business success and meet the organizations strategic goals. Half of success is
execution. This is particularly true of key human capital initiatives, such as competency management,
the foundation for organizational performance management. This paper will focus on avoiding the
common pitfalls in competency management project design and ffd8ffe000104a464946000
implementation, and demonstrate how to phase in implementation of10201009600960000ffe21b
strategic, mission critical competencies to drive systematic workforce584943435f50524f46494c4
planning and management. It will also discuss the best practices500010100001b485747544
organizations can take to successfully implement a competency management9021000006d6e747252474
system.
22058595a2007d70004000
2000a003a0023616373704
d534654000000004163657
2303030300000000003000
COMMON PITFALLS
000000000000000f6d6000
100000000d32d4c544e000
0000000000000000000000
Theres been a fair amount of discussion about competency management in 0000000000000000000000
recent years. Many organizations struggled with implementing and effectively0000000000000000000000
using a competency based system. Understanding why this happened, and0000000000000000000000
learning from the challenges and failures of others, is an important part of000000e637072740000012
ensuring future success.
While some people hyped competency c000000266465736300000
management to fuel the sometimes-inflated expectations of its promise, there1540000006977747074000
isnt a quick and easy fix to competency issues. The types of challenges that001c000000014626b70740
competency management helps solve have evolved over the years and are 00001d4000000147258595
very complex. And complex problems dont have simple answers. Figure 1a000001e80000001467585
illustrates
the
complexity ffd8ffe000104a46494600010201009600960000
95a000001fc00000014625
inherent
in
competencyffe21b584943435f50524f46494c4500010100001
8595a00000210000000146
management.
b4857475449021000006d6e7472524742205859
46d6e64000002240000007
5a2007d700040002000a003a0023616373704d5
3646d64640000029800000
346540000000041636572303030300000000003
0696c756d6900000304000
000000000000000000f6d6000100000000d32d4
0001474656368000003180
c544e0000000000000000000000000000000000
000000c725452430000032
000000000000000000000000000000000000000
40000080c6754524300000
000000000000000000000000e63707274000001
b300000080c62545243000
2c0000002664657363000001540000006977747
0133c0000080c74657874e
074000001c000000014626b7074000001d40000
0000000436f70797269676
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87420313939392d3230303
001fc000000146258595a000002100000001464
7204163657220496e632e0
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0000064657363e00000000
00000696c756d69000003040000001474656368
000000f416365722058323
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4335700000000000000000
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0000000000000000074054
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00010000000117e258595a
00000000000f46d00010000000117e258595a20
20e0
e0

ffd8ffe000104a4649460001020100c800c80000ffe21b584943435f50524f46494c4500010100
001b4857475449021000006d6e74725247422058595a2007d700040002000a003a00236163
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00000000000000000000000000000000000000e637072740000012c0000002664657363000
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2e00000064657363e00000000000000f4163657220583234335700000000000000000000000
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2f95f010f00000028d15e01acf4120087033d00901b3d001cf312001400000004c30000005859
5a20e00000000000f46d00010000000117e258595a20e0
Before looking at how to successfully implement a competency model, it is necessary to evaluate why
tthese initiatives often fail. Why do they? Some organizations:
Try to build it all at once
Fail to have a maintenance strategy
z Dont actually use it Tricia Duplika, Vice President of Services at Workstream, suggests that to
counter these three pitfalls, organizations should, Build what is needed, use the right tools to make
changes easy and dynamic, and respond to organizational needs, so that the model is both useful
and used. Another reason for failed implementation, says Duplika, is that companies dont ask some
pertinent questions before embarking on an initiative. These questions include:
p
Why are we doing it? -- Whats the business purpose?
What will it be used for? -- What human capital processes will it manage?
What will it include? -- What
ffd8ffe000104a4649460001020100c800c80000 elements are needed
t make it work?
to
ffe21b584943435f50524f46494c4500010100001
b4857475449021000006d6e7472524742205859
How will it be created? -5a2007d700040002000a003a0023616373704d5 What is the process?
346540000000041636572303030300000000003
WHY ARE WE DOING IT? 000000000000000000f6d6000100000000d32d4
c544e0000000000000000000000000000000000
The why is the first and most000000000000000000000000000000000000000 important question to
answer, and organizational000000000000000000000000e63707274000001 performance is the
answer.
A
successfully2c0000002664657363000001540000006977747 implemented
competency model becomes074000001c000000014626b7074000001d40000 the ultimate business
model. It can streamline and00147258595a000001e8000000146758595a000 simplify
operations
that drive efficiencies and001fc000000146258595a000002100000001464 operational
excellence throughout the6d6e640000022400000073646d6464000002980 organization.
It
00000696c756d69000003040000001474656368
demonstrates to all employees
how they contribute to
the bottom line and sets clear000003180000000c72545243000003240000080 expectations for them,
thus increasing accountabilityc6754524300000b300000080c62545243000013 among
all
3c0000080c74657874e0000000436f707972696
stakeholders.
7687420313939392d3230303720416365722049
6e632e00000064657363e00000000000000f416
365722058323433570000000000000000000000
00000000000074054b0097324d003c206201646
57363e000000098f4120044206201c4f95f01e2f9
5f010f00000028d15e01acf4120087033d00901b
3d001cf312001400000004c300000058595a20e
00000000000f46d00010000000117e258595a20
e0

Further benefits include freeing HR to provide strategic services that improve the profit and loss
posture of the company, improve in-house service and reduce costs, and manage the human resource
base by providing a knowledge of what transferable skills individuals in the organization have, and the
ability to do individual and organizational analysis using a consistent set of criteria.
A successful competency model initiative allows an organization to, Be consistent with what you hire
people for, train them in, what you measure there performance against, and develop leadership
potential. It identifies competency gaps in mission-critical occupations. There are also gains to be
made in addressing the issues of demographics (specifically, succession concerns) by developing new
leaders, identifying where bench strength is lacking, and dealing with the retirement of experienced
people in senior-level positions. Competency models also improve talent retention in todays highly
competitive market, and support employee-owned career development by providing them visibility into
activities and requirements in different areas of the organization. The result is, organizational
transformation that identifies gaps for future development plans, and reinforcing behavior that is
consistent with the organizations culture and business perspective.
WHAT WILL IT BE USED FOR?
The companion question to the one above is, What human capital processes will it drive? Duplika
notes several important processes, including hiring, Bringing people into the organization that have
the skills and behaviors that top performers have, by providing consistent criteria for hiring. Another
process that a competency model can improve is performance management, by setting consistent
metrics to measure and reward individuals based on what they do as well as how they do it.
A competency model also affects employee development by identifying what skills they need to polish,
and can increase the overall skill health of the organization by eliminating skill gaps. This
development is also closely linked to career management, that is, helping employees learn about and
develop the competencies ffd8ffe000104a4649460001020100c800c80000 needed to let them
move up or around theffe21b584943435f50524f46494c4500010100001 organization.
b4857475449021000006d6e7472524742205859
The core of any of these5a2007d700040002000a003a0023616373704d5 processes
is
the
competency model. A truly346540000000041636572303030300000000003 integrated
talent
management solution is able000000000000000000f6d6000100000000d32d4 to deliver across all
these processes. Figure 2c544e0000000000000000000000000000000000 illustrates
what
processes
an
integrated000000000000000000000000000000000000000 solution
might
address.
000000000000000000000000e63707274000001
2c0000002664657363000001540000006977747
074000001c000000014626b7074000001d40000
00147258595a000001e8000000146758595a000
001fc000000146258595a000002100000001464
6d6e640000022400000073646d6464000002980
00000696c756d69000003040000001474656368
000003180000000c72545243000003240000080
c6754524300000b300000080c62545243000013
3c0000080c74657874e0000000436f707972696
7687420313939392d3230303720416365722049
6e632e00000064657363e00000000000000f416
365722058323433570000000000000000000000
00000000000074054b0097324d003c206201646
57363e000000098f4120044206201c4f95f01e2f9
5f010f00000028d15e01acf4120087033d00901b
3d001cf312001400000004c300000058595a20e
00000000000f46d00010000000117e258595a20
e0

ffd8ffe000104a46494600010201006000600000ffe21b584943435f50524f46494c45000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WHAT WILL IT INCLUDE?
This question is closely related to the used for question, but it requires a more detailed focus on the
elements underlying the macro elements discussed in the previous section. Specifically, the elements
at this level focus on competencies and closely related issues. For example, performance
management might require a look at the key job requirements (KJRs) of a position, the goals desired
of the person who fills that position, and the behavioral and technical competencies necessary to be
successful in the position. Each major human capital process that a competency model will affect
undergoes the same exercise. The end result of this will be the identification of competencies (and
other elements) for each human capital process. This can be represented in a Comprehensive Job
Profile (CJP) where one can quickly and easily identify what competency is used in each process,
while using a consistent profile. Once it is known what the business drivers are and what processes
they will support
(i.e. what columns are turned ffd8ffe000104a4649460001020100c800c80000 on) and what it will
include (competencies, KJRs, ffe21b584943435f50524f46494c4500010100001 etc.) the next step is
to actually create the model b4857475449021000006d6e7472524742205859 (i.e., put
competencies in the list).
5a2007d700040002000a003a0023616373704d5
346540000000041636572303030300000000003
000000000000000000f6d6000100000000d32d4
c544e0000000000000000000000000000000000
000000000000000000000000000000000000000
000000000000000000000000e63707274000001
2c0000002664657363000001540000006977747
074000001c000000014626b7074000001d40000
00147258595a000001e8000000146758595a000
001fc000000146258595a000002100000001464
6d6e640000022400000073646d6464000002980
00000696c756d69000003040000001474656368
000003180000000c72545243000003240000080
c6754524300000b300000080c62545243000013
3c0000080c74657874e0000000436f707972696
7687420313939392d3230303720416365722049
6e632e00000064657363e00000000000000f416
365722058323433570000000000000000000000
00000000000074054b0097324d003c206201646
57363e000000098f4120044206201c4f95f01e2f9
5f010f00000028d15e01acf4120087033d00901b
3d001cf312001400000004c300000058595a20e
00000000000f46d00010000000117e258595a20
e0

ffd8ffe000104a46494600010201005b005b0000ffe21b584943435f50524f46494c45000101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0
00004c300000058595a20e00000000000f46d00010000000117e258595a20e0
HOW WILL IT BE CREATED?
There are several basic ways to create a
competency management model, based on
vvarious existing resources:
Utilize existing models -- Job and role library
a competency dictionary built in
and
Subject matter expert (SME) input -- Focus
groups, interviews, and surveys
g
Job family template/forced choice bucketing
Differentiation research

buy-in. It reflects the uniqueness of your

organization, and produces accurate and valid
results. The arguments against it are that it is
more time-consuming and takes the best
employees away from their day jobs.

The benefits of using existing, or off-theshelf

models, include speed and pre-validation, but
such solutions dont address the unique aspects
of a particular organization, typically focus on
behavioral competencies, and may or may not
There are pros and cons to
the
ffd8ffe000104a4649460001020100c800c80000 leverage
each approach, says Duplika.
ffe21b584943435f50524f46494c4500010100001 competitive
The pros to SME input include b4857475449021000006d6e7472524742205859 advantage
one
involving in-house experts in 5a2007d700040002000a003a0023616373704d5 organization
has
the process, increasing their 346540000000041636572303030300000000003 over another.
000000000000000000f6d6000100000000d32d4
c544e0000000000000000000000000000000000
000000000000000000000000000000000000000
000000000000000000000000e63707274000001
2c0000002664657363000001540000006977747
074000001c000000014626b7074000001d40000
00147258595a000001e8000000146758595a000
001fc000000146258595a000002100000001464
6d6e640000022400000073646d6464000002980
00000696c756d69000003040000001474656368
000003180000000c72545243000003240000080
c6754524300000b300000080c62545243000013
3c0000080c74657874e0000000436f707972696
7687420313939392d3230303720416365722049
6e632e00000064657363e00000000000000f416
365722058323433570000000000000000000000
00000000000074054b0097324d003c206201646
57363e000000098f4120044206201c4f95f01e2f9
5f010f00000028d15e01acf4120087033d00901b
3d001cf312001400000004c300000058595a20e
00000000000f46d00010000000117e258595a20
e0

A job family template or forced bucketing

approach is both effective for behavioral
competencies and quick to develop, but it is
difficult to incorporate technical competencies
into the model.
Differentiation research looks at individuals
actual capabilities within an organization, and
can identify other useful to know organizational
dynamics and issues. But theres little room for
employee involvement.
There are, however, a number of vendors who

can implement customizable competency models

that are validated and that can accommodate
differing levels of organizational collaboration.
For many companies, Duplika notes, this may be
the best solution but with the right talent,
technology, and process a model can also be
built in-house.

DESIGN, IMPLEMENT, EXECUTE

Duplika outlines seven key ideas to keep in mind before one goes further in the process of a
competency model initiative:
1. Edit, dont create
2. Leverage what you have in resources
3. Get buy-in from all stakeholders
4. Phase the model in
5. Make sure you have a purpose for it
6. Link to business results
7. Dont underestimate the importance of change management
EDIT, DONT CREATE
Reinventing the wheel isnt efficient. Duplika estimates the cost of creating a definition of a
competency is $50 to $60 for the name alone, $100 to $125 for a brief description, another $200 to
$300 to work up validated
behavioral anchors at
ffd8ffe000104a4649460001020100c800c80000
one proficiency level, and
$400 to $500 overall
ffe21b584943435f50524f46494c4500010100001
for validated anchors at eachb4857475449021000006d6e7472524742205859 proficiency level. With
several sources of validated5a2007d700040002000a003a0023616373704d5 competency
descriptions available at a346540000000041636572303030300000000003 lower cost than inhouse development, theres000000000000000000f6d6000100000000d32d4 no need to make this
a do-it-yourself step.
c544e0000000000000000000000000000000000
000000000000000000000000000000000000000
LEVERAGE
WHAT
YOU000000000000000000000000e63707274000001 HAVE
2c0000002664657363000001540000006977747
Current job descriptions might074000001c000000014626b7074000001d40000 need to be reviewed
for
accuracy,
but
most00147258595a000001e8000000146758595a000 companies
have
descriptions that clearly state001fc000000146258595a000002100000001464 duties
and
key
responsibilities. These can6d6e640000022400000073646d6464000002980 help identify roles and
competencies. Even outdated00000696c756d69000003040000001474656368 job descriptions can
inform, the process. Roles000003180000000c72545243000003240000080 tend to be more
stable, and descriptions canc6754524300000b300000080c62545243000013 be
found
in
competency libraries, and they3c0000080c74657874e0000000436f707972696 include
key
job
responsibilities.
Training7687420313939392d3230303720416365722049 material is also useful.
Work
backwards
from6e632e00000064657363e00000000000000f416 curriculum
to
365722058323433570000000000000000000000
competencies.
00000000000074054b0097324d003c206201646
57363e000000098f4120044206201c4f95f01e2f9
5f010f00000028d15e01acf4120087033d00901b
3d001cf312001400000004c300000058595a20e
00000000000f46d00010000000117e258595a20
e0

GET BUY IN
The support of senior management is critical. Get them involved create a steering committee and
job family sponsors. Show them how theyll benefit What if you could . . .?
PHASE IT IN
Phase it in by groups. Identify a pilot group, using one of two options:
1. Who needs it the most?
2. Where is management the most supportive?
Phase it in by process. Use core competencies for performance management and succession, and
build for development over time.

HAVE A PURPOSE
The design stage is critical, and it is essential to show stakeholders how it aligns with the talent
lifecycle and business strategy. There will be higher participation when the consequences of success
or failure are known.
LINK TO BUSINESS RESULTS
Lay out the plan in the beginning so it can be reviewed and verified that it is truly aligned with the
organizations business strategy. Measure the ROI the cost of doing so is typically 2% to 5% of the
project. Do an annual report at least in order to communicate the progress of the models
implementation. Internally, the latter action can help compare the effectiveness over time of the model
with pre-model performance. ffd8ffe000104a4649460001020100c800c80000
ffe21b584943435f50524f46494c4500010100001
DONT
UNDERESTIMATEb4857475449021000006d6e7472524742205859 CHANGE
5a2007d700040002000a003a0023616373704d5
MANAGEMENT
346540000000041636572303030300000000003
Change is difficult for most000000000000000000f6d6000100000000d32d4 people;
even
in
c544e0000000000000000000000000000000000
dynamic organizations there
are always more than
a few individuals who find000000000000000000000000000000000000000 change
difficult.
000000000000000000000000e63707274000001
Getting advance buy-in and
planning the phase in
carefully, while essential, isnt2c0000002664657363000001540000006977747 a substitute for the
importance
of
managing074000001c000000014626b7074000001d40000 change. Plan it from
the
beginning.
Do
a00147258595a000001e8000000146758595a000 stakeholder analysis
001fc000000146258595a000002100000001464
make sure that buy-in is
robust. Its important
6d6e640000022400000073646d6464000002980
to communicate differently
with different groups.
00000696c756d69000003040000001474656368
This doesnt mean telling one
group one thing and
000003180000000c72545243000003240000080
another group another itc6754524300000b300000080c62545243000013 means speaking to
different business units within3c0000080c74657874e0000000436f707972696 a company in terms
that
they
understand
7687420313939392d3230303720416365722049 explaining to them the
impact the change might or6e632e00000064657363e00000000000000f416 will have. Then give
each unit a specific role on the365722058323433570000000000000000000000 implementation team.
00000000000074054b0097324d003c206201646
57363e000000098f4120044206201c4f95f01e2f9
5f010f00000028d15e01acf4120087033d00901b
3d001cf312001400000004c300000058595a20e
00000000000f46d00010000000117e258595a20
e0

CONCLUSION
The benefits of competency management have been described in detail above. In summary, business
excellence and individual fulfillment are related. Great companies create sustainable performance.
They do so by acknowledging the importance of high quality talent, and taking robust action to
manage that talent. Furthermore, great companies understand what competencies they need when
they need them, and know how to align them with their business strategy.

Based on the Human Capital Institute webcast, Implementing a Successful Competency Model,
August 8, 2006
Presenter Tricia Duplika, Vice President Services, Workstream
Panelists Karen V. Beaman, VP, Chief HCM Strategist, Workday Cyndi Gaudet, Professor,
University of Southern Mississippi Lynne Smith, Manager, Organization Effectiveness, Robert Half
International Frank Schultz, Ph.D., Faculty, Economic Analysis and Policy, Organizational Behavior,
Haas School of Business, UC Berkeley
Moderator Joy Kosta As Director of Talent Development and Leadership Communities at The Human
Capital Institute, Joy brings twenty-five years of experience in multiple facets of organizational
development, human resources and business management with an emphasis in customer satisfaction,
service quality, process improvement, and applying the Malcolm Baldrige Criteria for Performance
Excellence. As founder and President of Performance Partners in Health Care, a company dedicated
to building better patient experiences, she has authored
several
ffd8ffe000104a464946000
curriculums in leadership and staff development, and co1020100c800c80000ffe21b5 authored with
Harold Bursztajn, MD Senior Clinical Faculty member, Harvard 84943435f50524f46494c450Medical
0010100001b48574754490 Families.
School, Building a Treatment Alliance with Patients and
21000006d6e74725247422
058595a2007d7000400020
Author Thomas V. Durgin, HCI
00a003a0023616373704d5
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0303030000000000300000
0000000000000f6d6000100
ffd8ffe000104a464946000101010097009
000000d32d4c544e0000000
70000ffe20c584943435f50524f46494c450
0000000000000000000000
0010100000c484c696e6f021000006d6e74
ACKNOWLEDGEMENTS
0000000000000000000000
725247422058595a2007ce000200090006
0000000000000000000000
00310000616373704d5346540000000049
This White Paper is made possible
by
0000000000000000000000
00e637072740000012c0000
4543207352474200000000000000000000
ffd8ffe000104a4649460001020100c800c80000
Workstream sponsors of HCIs
0026646573630000015400
00000000f6d6000100000000d32d485020
Competencies for Top Talent Track. ffe21b584943435f50524f46494c4500010100001
00006977747074000001c00
b4857475449021000006d6e7472524742205859
2000000000000000000000000000000000
0000014626b7074000001d
5a2007d700040002000a003a0023616373704d5
0000000000000000000000000000000000
4000000147258595a00000
346540000000041636572303030300000000003
0000000000000000000000000000116370
1e8000000146758595a000
000000000000000000f6d6000100000000d32d4
001fc000000146258595a00
7274000001500000003364657363000001
c544e0000000000000000000000000000000000
00021000000014646d6e64
840000006c77747074000001f000000014
0000022400000073646d64
000000000000000000000000000000000000000
626b707400000204000000147258595a00
6400000298000000696c756
000000000000000000000000e63707274000001
000218000000146758595a0000022c0000
d690000030400000014746
2c0000002664657363000001540000006977747
00146258595a0000024000000014646d6e
56368000003180000000c72
074000001c000000014626b7074000001d40000
545243000003240000080c6
640000025400000070646d6464000002c4
00147258595a000001e8000000146758595a000
754524300000b300000080c
00000088767565640000034c0000008676
001fc000000146258595a000002100000001464
625452430000133c0000080
696577000003d4000000246c756d690000
The
Human
Capital6d6e640000022400000073646d6464000002980
c74657874e0000000436f70
03f8000000146d6561730000040c000000
Institute is a catalyst for00000696c756d69000003040000001474656368
7972696768742031393939
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2d32303037204163657220
innovative new thinking in000003180000000c72545243000003240000080
496e632e00000064657363
0000043c0000080c675452430000043c00
talent
acquisition,c6754524300000b300000080c62545243000013
e00000000000000f4163657
00080c625452430000043c0000080c7465
development
and3c0000080c74657874e0000000436f707972696
2205832343357000000000
787400000000436f707972696768742028
7687420313939392d3230303720416365722049
0000000000000000000000
deployment.
Through
63292031393938204865776c6574742d50
6e632e00000064657363e00000000000000f416
00074054b0097324d003c20
research
and
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620164657363e000000098f
365722058323433570000000000000000000000
collaboration,
our00000000000074054b0097324d003c206201646
4120044206201c4f95f01e2f
6573630000000000000012735247422049
95f010f00000028d15e01acf
programs collect original,57363e000000098f4120044206201c4f95f01e2f9
454336313936362d322e31000000000000
4120087033d00901b3d001c
0000000000127352474220494543363139
creative ideas from a field5f010f00000028d15e01acf4120087033d00901b
of
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36362d322e310000000000000000000000
top executives and the3d001cf312001400000004c300000058595a20e
058595a20e00000000000f4
00000000000000000000000000000000
A in
6d00010000000117e25859
brightest thought leaders00000000000f46d00010000000117e258595a20
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BOUT THE
HUMAN CAPITAL INSTITUTE
5a20e0

strategic HR and talent management. Those ideas are then transformed into measurable, realworld strategies that help our members attract and retain the best

talent, build a diverse, inclusive workplace, -and

leverage individual and team perfo
rman
ce
throu
ghou
t the
enter
prise.
--The
Hum
an
Capit
al
Instit
ute
grate
fully acknowledges the financial and volunteer
contributions of our Underwriters. They include: -ADP: VIRTUAL EDGE -AIRS -

-HRSMART, INC.
-IBM
-JOBSTER, INC.
-JWT
EMPLOY
MENT
COMMUN
ICATIONS
-KENEXA
-LOMINGER LIMITED INC.
-MONSTER CANADA
-MENTTIUM CORPORATION
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GOVERNMENT
SOLUTIONS
-MONSTER.COM
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-MYBIZOFFICE, INC.
ORACLE PEOPLECLICK
PEOPLEFILTER PLATEAU SYSTEMS
LTD PREVISOR RECRUITMENT
AGENCY ASSOCIATION SABA
SOFTWARE, INC. SEQUENT, INC.
SKILLSNET CORPORATION
SOFTSCAPE

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ffe21b584943435f50524f46494c4500010100001
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346540000000041636572303030300000000003
-BATRUS-HOLLWEG 000000000000000000f6d6000100000000d32d4
INTERNATIONAL
c544e0000000000000000000000000000000000
--BERNARD HODES GROUP000000000000000000000000000000000000000
--BEST SOFTWARE 000000000000000000000000e63707274000001
-BROADBOOK
2c0000002664657363000001540000006977747
TECHNOLOGIES
074000001c000000014626b7074000001d40000
-CENTER FOR
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KNOWLEDGE
001fc000000146258595a000002100000001464
-MANAGEMENT 6d6e640000022400000073646d6464000002980
-CENTER
FOR
TALENT00000696c756d69000003040000001474656368
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-RETENTION c6754524300000b300000080c62545243000013
-DBM
3c0000080c74657874e0000000436f707972696
-DNL GLOBAL, INC.
-DOUBLESTAR,
INC.
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HYPERION
365722058323433570000000000000000000000
-FIRST ADVANTAGE CO.
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CAPITAL00000000000f46d00010000000117e258595a20
MAGAZINE
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-AUTHORIA -

SUCCESSFACTORS.COM TALEO CORPORATION

TALENTTRACK TOWERS PERRIN UNICRU
VELOCITY RESEARCH GROUP VURV
TECHNOLOGY, INC. WEBHIRE WORKBRAIN
WORKSTREAM, INC.