COMPETENCY ASSESSMENTBasic Concepts
TRADITIONAL HR PROCESSESLearning needs assessments Skills InventoriesPerformance EvaluationsSelection ProfilesLearningHuman Resources PlanningResourcing Performance ManagementCompetency @ Work 2009
Competency-Based Management (CBM)CompetencyProfileCompetency @ Work 2009
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 BUSINESSCompetency @ Work 2009QUALITY SERVICE
LINKS TO THE BUSINESS WORK DESCRIPTION COMPETENCY PROFILERESULTS (BUSINESS PERFORMANCE)
(The job)
What are the responsibilities and demands of the work?
What does it taketo carry out the work?(The person)Competency @ Work 2009
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 DESCRIPTIONSCompetency @ Work 2009
HOW WORK WAS DESCRIBED before and after competencies
Analysis of WorkCalled:
WorkerCharacteristicsCalled:
Methods:
Carried out by:
Assessment ToolsCalled:
Before Competencies
Job Analysis
Knowledge, Skills, Abilities and Other Characteristics( KSAOs)
Questionnaires/Interviews
Industrial/OrganizationalPsychologists
Tests, Interviews (BBI, Situational, etc.)Reference Checks, etcAfter Competencies
Competency Modeling
Competencies
Questionnaires/Interviews
Everyone
Competency-BasedAssessment TechniquesCompetency @ Work 2008
SIOP STUDY THE PRACTICE OF 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 Analysis
Medium/High
Medium/High
Medium/High
Low/Medium
High
Low/Medium Competency Modeling
Low
Low
Low/Medium
High
Low/Medium
Medium/High
Competency @ Work 2008
A multiple job model based on a competency dictionaryClearly defined frameworkA framework integrating all HR processesRigorously developed- Based on jobs and work- Well-defined and applied methodology- Parsimonious and clear set of competencies and behaviorsA practical, workable product AN IDEAL COMPETENCY MODELCompetency @ Work 2008
COMPETENCY ASSESSMENTAssessing Job Competency
JOB COMPETENCY DEFINEDJob competenceAn employees capacity to meet (or exceed) a jobs requirements by producing the job outputs [or results] at an expected level of quality within the constraints of the organizations internal and external environments (Dubois, 1993).Job competencyAn underlying characteristic of an employee that results in effective and/or superior performance (Boyatzis, 1982).Competency @ Work 2008
COMPETENCY ASSESSMENTCompetency assessment is an evaluation of an individual performers competence in comparison to some performance requirement or expectationsuch 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.Competency @ Work 2008
MULTI-RATER ASSESSMENTMulti-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.Competency @ Work 2008
Competency @ Work 2008
Competency @ Work 2008
Clarification of Assessment CriteriaTechnical Arrangements & Preparation WorkAssessment Results:RecommendationsCriteria ValuationAssessment Process: Assessment Centre Method12345Competency AssessmentTHE ASSESSMENT PROCESSCompetency @ Work 2009
WHATS NEW WHATS DIFFERENT IN COMPETENCY ASSESSMENT?Assessment tools are the same whats new are consistent behavioural criteria
Clearer picture of whats expected (for the organization and for job applicants)
Permits greater precision in identifying and tailoring toolsCompetency @ Work 2008
WHICH TOOLS?Valid and reliable onesThose 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.)
Competency @ Work 2008
THE ASSESSMENT TOOLS MATRIX (sample)Competency @ Work 2009
Competencies Assessment ToolsPsychtestsLGDManagerial Case PresentationStructured Interview: BEIIn Basket Role Playing:Coaching Style above .8 = .83 = .75 - .85 = .78 = .86Achievement OrientationCustomer Service OrientationIntegrityOrganisational CommitmentTeamworkDeveloping OthersTeam LeadershipStrategic OrientationInterpersonal UnderstandingSelf-ConfidenceRelationship Building
VALIDITY OF SOME ASSESSMENT TOOLSWork Sample Tests .54Cognitive Ability Tests.53Structured InterviewsBehaviour-Based.48-.61Situational.47-.57Biodata.38Assessment Centre.37References.23Unstructured Interviews.19Academic Achievement.11Interests.10Age.01
Competency @ Work 2008
BASIC CONSIDERATIONSHow 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 processCompetency @ Work 2008Before making any decision about using a competency-based multi-rater assessment, first consider:
ORGANISATION BENEFITidentify 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 potentialCompetency @ Work 20084 key benefits:
*To understand better what Competency-Based Management is, it is useful to first look at how HR processes typically operate.So what we have, as illustrated in this slide, is our HR activities being carried out independently of each other.Learning activities are carried out on their own, e. g., using their own vocabulary and resourcing does its own thing using different terminology. So the words used on selection profiles (or in our world, Statements of Qualifications) are unconnected to what happens in learning.Each of the processes are valid in their own right, but they are not connected to each other - so what we have is illustrated by the next slide. *What Competency-Based Management does,in contrast, is to connect these pulleys and levers - to connect our various HR processes. How we do this is to link these processes to a competency profile for the work to be performed.It is the competencies described in the profile, drawn from a competency dictionary, that provides us with the common language that links our HR activities together.
*11If you recall the previous slides describing how CBM fits into the organization, you can see here, how CBM is similarly situated with respect to organizational design in HRDC. Starting from the bottom, we have our Structural Model which involved a major review, in preparation for UCS, of over 600 jobs within our Human Resource Centres. All jobs were grouped within five job families or roles as part of this exercise. HRDCs CBM framework, above, builds upon and incorporates the Structural Model and the 5 job families.Competencies common to jobs within each of the families were identified and these group competencies form part of each profile we develop in HRDC, based upon a UCS Work Description. *Heres another look at it.The Work Description (in our case written in the governments new UCS format) describes the specific responsibilities and demands of the work to be done - the job From the work description, we can then identify the knowledge, abilities/skills and personal qualities required to carry out the work - what it takes to carry out the work - the personThe bottom line is business performance. So we dont look at competencies on their own. We are interested in them because they are enablers - enablers that will help us achieve our business results.
*Lets look at the advantages of CBM.The main advantage of CBM is that it provides a common language and framework that helps tie together our HR processes. Using CBM, particularly through the development of core competencies for all employees, we can also reflect the values and mission of the organization.A key advantage of CBM, as well, is that establishes clear expectations of performance for everyone.Finally, by linking HR processes, we are also able to streamline HR activities and achieve greater efficiencies in our HR operations. *This is how it all comes together - in a competency profile for a jobThis profile is for the Service Delivery Representative job and you can see how the profile is broken down according to Core, Group and Task CompetenciesThe level of proficiency required on each competency for the job is indicated in brackets beside the competency. *This is how it all comes together - in a competency profile for a jobThis profile is for the Service Delivery Representative job and you can see how the profile is broken down according to Core, Group and Task CompetenciesThe level of proficiency required on each competency for the job is indicated in brackets beside the competency. *Lets look at the advantages of CBM.The main advantage of CBM is that it provides a common language and framework that helps tie together our HR processes. Using CBM, particularly through the development of core competencies for all employees, we can also reflect the values and mission of the organization.A key advantage of CBM, as well, is that establishes clear expectations of performance for everyone.Finally, by linking HR processes, we are also able to streamline HR activities and achieve greater efficiencies in our HR operations. *Id like to start by first giving you a quick overview of what well be covering.
Well first talk about competencies and Competency-Based Management in general and then discuss how weve applied Competency-Based Management (or CBM for short) within HRDC.
Ill then conclude with some of the challenges weve faced in implementing CBM in HRDC.**
