Job Analysis - Competency Modeling

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Job Analysis - Competency Modeling

• MANA 5322
• Dr. Jeanne Michalski
• michalski_at_uta.edu

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Competency Models

• Competency models identify the knowledge, skills,
  and abilities necessary to successfully perform
  critical work functions across an organization,
  industry, or occupation.
• A competency model is a model that describes the
  requirements and attributes for competent
  (successful or exemplary) human performance in
  one or more roles or performance settings. As
  such, the elements of a competency model
  communicate, in clear terms, the circumstances
  and conditions of performance.

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Competency Example

• An example of a competency is "conceptual
  thinking", defined as finding effective
  solutions by taking a holistic, abstract or
  theoretical perspective. A person demonstrating
  this competency would probably be able to
• Notice similarities between different and
  apparently unrelated situations
• Quickly identify the central or underlying issues
  in a complex situation
• Create a graphic diagram showing a systems view
  of a situation
• Develop analogies or metaphors to explain a
  situation
• Apply a theoretical framework to understand a
  specific situation

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Competency Models

• Core Competencies for sustainable competitive
  advantage.
• More general descriptions that cut across many
  categories of jobs.
• Integrated with selection, training, and
  performance management.
• Competencies ?Behavioral indicators ?Validation

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Elements of Competency Model

• Depends on Purpose no agreement, but generally
  include
• Significance of meeting organizations strategies
  (sometimes implied in the development of core
  competencies)
• Expected outputs or results of performance
• Competencies for fully successful performance
• Competencies that distinguish exemplary
  performance (if identified)
• Behavioral indicators that describe when
  competence is being used appropriately

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Developing A Competency Model
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Steps in Developing Competency Models

• Gather Background Information
• Catalog and review existing resources
• Decide for each job family how to gather data
• Comprehensive job analyses
• Expert panel
• Structured interview
• Identify set of generic competencies, if possible

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Steps in Developing Competency Models

• Collect and Analyze Data
• Identify themes
• Develop draft model
• Competencies
• Clusters
• Indicators or levels

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Steps in Developing Competency Models

• Review with sponsors/key leaders
• Discuss each competency
• Names and definition
• Specific behaviors used to describe competency
• Elimination of any competency
• Additional competencies
• Revise model
• Communicate Model and Uses

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Anheuser-Busch Competencies

• Task force (HR staff and facilitator) identified
  key business imperatives.
• HR Staff and consultants
• Company strategy and business objectives
• Mission and values
• Focus groups of managers reviewed competencies
• Narrowed and prioritized list
• Confirm or edit 4-5 specific employee behaviors
  for each competency

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Anheuser-Busch Competencies

• Questionnaires sent to supervisors who were asked
  to rate the frequency that each behavior was
  exhibited by
• Top performers role models
• Satisfactory or competent employees
• Employees who need improvement
• Completed competencies integrated with selection
  and performance management system.

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I. Achieving Competitiveness

• Customer Focus Aggressively monitors and
  anticipates customer requirements and responds to
  them in an appropriate manner.
• Business Focus Strategically monitors business
  performance and environment to enhance
  competitive position.
• Innovation and Change Actively seeks out new
  ideas and displays creativity in adapting to
  changing conditions.
• Results Orientation Demonstrates the drive and
  persistence to meet and exceed job goals for self
  or other.
• Analysis and Planning Uses critical thinking to
  solve problems and develop effective work plans.
• Systems Thinking Improves and integrates
  business process to meet organizational strategic
  goals.
• Technical / Functional Expertise Demonstrates,
  enhances, and shares job-related knowledge and
  skills.

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II. Succeeding Through People

• Valuing people Demonstrates respect for others
  regardless of personal background.
• Commitment to Development Develop own and
  others capabilities to better meet
  organizational needs.
• Professionalism Demonstrates candor, composure,
  and commitment to obligations in work
  relationships.
• Empowerment Delegates or accepts responsibility
  to expand own capabilities to take appropriate
  risks and make decisions.
• Influence Uses appropriate methods to motivate
  others.
• Team orientation Accepts the team approach and
  takes necessary action to support its processes
  and goals.

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Performance Levels for Persuasion

• Persuasion - Influencing the behaviors or
  actions of others. The changes in behaviors or
  actions may not be observed immediately.

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Uses for Competency Models

• Selection
• Training
• Performance Management
• Developmental Planning
• Career Pathing
• Compensation

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Common Barriers to Success of Competency Models

• Lack of expertise in building models
• Complexity of some models seems confusing
• Limited support by top management
• Competing priorities
• Lack of resources
• Lack of linkage with organizational strategy
• Lack of ongoing evaluation
• Not integrated with all HR processes

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Industry-wide Financial Services

• Business Operations Performs activities
  associated with transaction management and
  understands the business operations performed by
  organizations within the financial services
  industry.
• Critical Work Functions
• Exercise appropriate techniques to gather client
  information.
• Examine clients money management patterns to
  determine a clients financial situation.
• Describe procedures necessary to execute
  financial transactions.
• Use financial information to manage client
  records.
•  

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Industry-wide Financial Services

• Business Operations (continued)
• Financial Organizations
• Understands the roles and activities provided by
  organizations within the financial services
  industry, including banks, investment banks,
  insurance companies, and stock brokerages.
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•  Transaction Management
• Demonstrates the ability to process financial
  transactions without error
• Resolves cash discrepancies, and maintains
  accurate records of transactions
• Understands the principles of confidentiality as
  they relate to transaction management.
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• Advantages of competency models
• Disadvantages of competency models