Global economic changes have brought the concept of skills back to the forefront of human resources management. Skills, defined as a set of knowledge, know-how, and interpersonal skills that can be mobilized, are now a key factor in organizational performance. In the Malagasy context, marked by a notable boom in tourism and hospitality, competency management appears to be a strategic dimension in meeting the growing demands for quality, competitiveness, and customer loyalty. This research examines the relationship between competency management and the performance of hotel establishments in Madagascar. It is based on the hypothesis that optimizing individual and collective skills contributes to long-term organizational effectiveness. Statistical analyses of data from a survey of 200 Madagascan hotel employees, revealing trends and correlations between skills development practices and performance indicators, highlight the importance of proactive and contextualized skills management in the hotel sector. They also open up practical perspectives for HR managers and theoretical implications for the study of organizational performance in emerging contexts