Research On The Construction And Application Of Competency Model Of Customer Manager In Telecom Enterprises

As the representatives of telecommunication enterprises, customer managers are the direct marketing staff, who take the responsibility of customer service and business development. With the increasingly fierce competition environment, telecommunication enterprises should improve the business ability-of customer managers. However, human resource managers and customer managers don’t know which ability can help them get high performance. Therefore, this study used behavioral event interview to build the competency model of telecommunication customer managers. And we try to explore how to apply the research achievements in the telecommunication enterprises and other industries’ human resource management.The purpose and significance:theoretically, this study combines competency model’s theories and literature review of customer managers. Practically, this study is designed to guide the human resources management of recruitment, performance and training for telecommunication enterprises. At the same time, the results can provide the basis for career planning and corporate culture shaping. In addition, it can also provide reference for other industries and enterprises of human management.The main content:competency theory and model part, competency modeling part and competency model application part. The part of competency theory and model includes theory and literature that competency related to. The part of competency modeling describes how to build competency model of telecommunication customer manager. The part of competency model application discusses how the results of the model be applied to telecommunications companies and other industries of human resource management.The innovation of this article:The first innovation is the research methods and tools. This study combines text analysis and behavioral event interview instead of single research method. And SPSS statistical tool is used to analyze and test the data. The second innovation is competency model results. The identification competencies and benchmark competencies that come from the model results are never mentioned in previous studies. The third innovation is the scope of application. The results are not only applied to telecommunication enterprises’fundamental aspects of human resource management, but also to career planning and corporate culture shaping. What’s more, it provides reference for other sectors’ human resources management.