Download - Assessment Based Competency

COMPETENCY ASSESSMENT

Basic Concepts

(c) Dept of IO 2009

TRADITIONAL HR PROCESSESTRADITIONAL HR PROCESSES

Learning needs assessments Skills Inventories

Performance EvaluationsSelection Profiles

LearningHuman Resources

Planning

Resourcing Performance Management

Competency @ Work 2009

Competency-Based Management (CBM)Competency-Based Management (CBM)

CompetencyProfile

Learning Human Resources Planning

Resourcing Performance Management


CLASSIFICATION OF JOBSORGANIZATIONAL DESIGN

LEARNING & DEVELOPMENT

- STAFF & LEADERSHIP DEVELOPMENT - ASSESSMENT/LEARNING PLANS/TOOLS

RESOURCING

- RECRUITMENT AND SELECTION

HUMAN RESOURCE PLANNING - QUALITATIVE DATA COLLECTION - COMPETENCY NEEDS IDENT.

PERFORMANCE MANAGEMENT

- THE “HOW” OF THE JOB - IDENT. OF LEARNING NEEDS

MISSION, VISION & VALUES

COMPETENCY

PROFILE

COMPETENCY DICTIONARY

COMPETENCY - BASED MANAGEMENT

CBM - LINKS TO THE BUSINESSCBM - LINKS TO THE BUSINESS


QUALITY SERVICEQUALITY SERVICE

LINKS TO THE BUSINESSLINKS TO THE BUSINESS

WORK WORK DESCRIPTION DESCRIPTION

COMPETENCY COMPETENCY PROFILEPROFILE

RESULTS (BUSINESS PERFORMANCE)RESULTS (BUSINESS PERFORMANCE)

(The job)

What are the responsibilities and demands of

the work?

What does it taketo carry out the

work?

(The person)


Provide an Analysis and Description of:

• verifiable “work characteristics” (task activities or worker functions) of a job and

• the description of “worker characteristics” or “job specifications” (abilities, etc.)

JOB ANALYSIS & WORK DESCRIPTIONSJOB ANALYSIS & WORK DESCRIPTIONS


HOW WORK WAS DESCRIBED –HOW WORK WAS DESCRIBED –beforebefore and and afterafter competencies competencies

Analysis of WorkCalled:

WorkerCharacteristicsCalled:

Methods:

Carried out by:

Assessment ToolsCalled:

Before CompetenciesBefore Competencies

“Job Analysis”

“Knowledge, Skills, Abilities and Other Characteristics”( KSAO’s)

Questionnaires/Interviews

Industrial/OrganizationalPsychologists

Tests, Interviews (BBI, Situational, etc.)Reference Checks, etc

After CompetenciesAfter Competencies“Competency Modeling”

“Competencies”

Questionnaires/Interviews

Everyone

“Competency-BasedAssessment Techniques”


SIOP STUDY – “THE PRACTICE OF SIOP STUDY – “THE PRACTICE OF COMPETENCY MODELING”, 2000 COMPETENCY MODELING”, 2000

Rigor - use of multipleinput content

Rigor- Reliability

Rigor- Methods

Rigor-Links to business goals

Focus on technical skills

Focus on core comps.values & personality

Job AnalysisJob Analysis

Medium/High

Medium/High

Medium/High

Low/Medium

High

Low/Medium

Competency ModelingCompetency Modeling

Low

Low

Low/Medium

High

Low/Medium

Medium/High


• A multiple job model based on a competency dictionary

• Clearly defined framework

• A framework integrating all HR processes

• Rigorously developed- Based on jobs and work

- Well-defined and applied methodology

- Parsimonious and clear set of competencies and behaviors

• A practical, workable product

AN “IDEAL” COMPETENCY MODELAN “IDEAL” COMPETENCY MODEL


COMPETENCY ASSESSMENT

Assessing Job Competency

PIO 2008

JOB COMPETENCY DEFINEDJOB COMPETENCY DEFINED

Job competenceAn employee’s capacity to meet (or exceed) a job’s requirements by producing the job outputs [or results] at an expected level of quality within the constraints of the organization’s internal and external environments (Dubois, 1993).

Job competencyAn underlying characteristic of an employee that results in effective and/or superior performance (Boyatzis, 1982).


COMPETENCY ASSESSMENTCOMPETENCY ASSESSMENT

Competency assessment is an evaluation of an individual performer’s competence in comparison to some performance requirement or expectation—such as a fully validated competency model.

A competency-based multi-rater assessment is, quiteliterally, a competency assessment carried out for an individual by more than one person.


MULTI-RATER ASSESSMENTMULTI-RATER ASSESSMENT

Multi-rater feedback refers to the process of gathering up the results of multi-rater assessment and feedingthem back to the individual who was assessed.

360-degree assessment takes its name from the number of degrees in a circle and examines an individual from the perspective of those who surround that individual or performer in a full circle.

180-degree assessment is a “half-circle” assessment.




Clarification of Assessment Criteria

Technical Arrangements & Preparation Work

Assessment Results:Recommendations

Criteria ValuationAssessment Process:

Assessment Centre Method

1

2

34

5

Competency Assessment

THE ASSESSMENT PROCESSTHE ASSESSMENT PROCESS


WHAT’S NEW – WHAT’S DIFFERENT IN WHAT’S NEW – WHAT’S DIFFERENT IN COMPETENCY ASSESSMENT?COMPETENCY ASSESSMENT?

• Assessment tools are the same – what’s new are consistent “behavioural criteria”

• Clearer picture of what’s expected (for the organization and for job applicants)

• Permits greater precision in identifying and tailoring tools


WHICH TOOLS?WHICH TOOLS?

•Valid and reliable ones•Those that best suit the competency in question

e.g. Knowledge written tests

Abilities/skills work samples

Personal Qualities simulations interview

•For all competencies - track record (e.g. reference checks, selection board members’ knowledge, etc.)


THE ASSESSMENT TOOLS MATRIX THE ASSESSMENT TOOLS MATRIX (sample)(sample)


Competencies

Assessment Tools

Psychtests LGDManagerial

Case Presentation

Structured Interview: BEI

In Basket Role Playing:Coaching Style

α above .8 α = .83 α = .75 - .85 α = .78 α = .86

Achievement Orientation Χ ΧCustomer Service Orientation Χ Χ ΧIntegrity Χ Χ ΧOrganisational Commitment Χ ΧTeamwork Χ ΧDeveloping Others Χ ΧTeam Leadership Χ Χ ΧStrategic Orientation Χ Χ ΧInterpersonal Understanding Χ Χ ΧSelf-Confidence Χ Χ Χ ΧRelationship Building Χ Χ Χ

VALIDITY OF SOME ASSESSMENT TOOLSVALIDITY OF SOME ASSESSMENT TOOLS

Work Sample Tests .54Cognitive Ability Tests .53Structured Interviews

Behaviour-Based .48-.61Situational .47-.57

Biodata .38Assessment Centre .37References .23Unstructured Interviews .19Academic Achievement .11Interests .10Age .01


BASIC CONSIDERATIONSBASIC CONSIDERATIONS

How individuals, the organization, managers, and individual contributors benefit from the competency-based multi-rater assessment process

How much it will cost

How much gain is expected from the multi-rater assessment process


Before making any decision about using a competency-based multi-rater assessment, first consider:

ORGANISATION BENEFITORGANISATION BENEFIT

identify employees possessing key competencies that are critical to organizational success

identify employees’ competency gaps before they become a problem

provide data useful to justify employee development expenditures

provide valuable information that can be used in succession planning, such as assessment of individual potential


4 key benefits: