r argued that ability to learn is central to the concept competence building. Organizations need to provide conducive climate for learning. Current thinking of bringing out fit between job requirements and competencies is only creating static fit, which will not be sufficient for high performance, as the environment is constantly changing. Instead of giving high emphasis on intra-organizational competencies, industry competencies, more emphasis may be given on developing meta-competencies. The presumption is that persons with high degree of meta-competencies will be able to respond to the changed requirements more confidently and skillfully as compared to persons low in these competencies. Methods for building competence may vary according to competence to developed, persons readiness, and the context of learning. Methods may be planned and formal, they can be unplanned and informal. Experience suggests that most of the learning in organisations happen in informal and unplanned manner during informal interactions on- the- job. It happens through peer interaction. It happens vicariously by observing others performance. Informal mentoring relationships is a great source of competence building in indian organizations. Organizations also utilise conscious effort to develop competence through job rotation. Formal learning opportunities are provided for developing competence in the form of seminar and conferences, in-house training programmes, and management development programmes conducted by internal or external resource agencies....
