Abstract
In the last 30 years competence-based management has become a recurring theme in the integral management of 21st-century institutions. The four pillars that support competence-based management are selection, training, remuneration and assessment. The aim of the present article is to analyse one of these key elements: competence-based assessment. The starting point of the study is the increasing tendency to assess employees on the basis not only of their qualifications but also of their attitudes, two elements that are fundamental to the definition of competence. By analyzing a variety of interviews with experts and people in charge of human resources involved in competence-based management, we aim to highlight how difficult it is to find objective elements on which to base an assessment of the competences of employees.
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