There is a strong business case for competencies at work as they do lead to significant human resource development that provide organisations with a competitive edge. The case for competency management has grown strongly since David McClelland wrote his article in 1973 and the Management Charter Initiative (MCI) was launched in the UK, in the eighties. Though we are aware that competencies by themselves are insufficient for performance, there is ample evidence that competencies form the bedrock for effective and superior performance. This is the reason why organisations, both in the private and public sector, continue to emphasise on them. This book is a reflection of our experiences in the field of Competency Management and Implementation. It does not aim to be an academic treatise. The purpose of this book is to provide those attempting to implement competencies in their organisations with a clear understanding of competency management. The field experiences documented by our project managers have been summarised for the practitioner. There are three sections in the book. Section One (Chapters 1 and 2) attempts to provide a clarification of the concept of competency while Section Two (Chapters 3 and 4) details a competency implementation approach, reinforced with the SMR experience. The last section includes a glossary of terms and frequently asked questions.