1. Competency Modeling Initiative
UGA Human Resources

2. Subject Matter Expert What is a SME? Roles? 1 year of experience
Individually selected as a high performer
Roles?
Task Survey
Focus Groups
JAQ
Behavioral Anchors

3. High-Level Timeline Information Gathering………………………………………………Complete
Internal Review & Consolidation of Tasks/KSAO’s……….Complete
Task Reviews by Incumbents…………………….…April to May 2019
Focus Groups………………………………………………May to June 2019
Quantitative Analysis………….…………………………….…..June to August 2019
Establish Behavioral Descriptors……………………….…….....Sept to Nov 2019
Implement Content into Systems……………………………………………Dec 2019
Rollout & Training……………………………………………………………..Early 2020

4. SME time & SME Involvement
step
Administration
SME Time
timing
Task Review Questionnaire
Online
10 to 30 items
10 to 15 mins
April 15th - 26th
2) Focus Groups
In-Person
8 to 12 SMEs per group
60 to 90 mins
May 13th - June 27st
Job Analysis Questionnaire (JAQ)
50 to 60 items
30 to 40 mins
July 15th - 26th
Behavioral Descriptors Questionnaire
Oct 14th - 25th

5. Immediate Next SME Interactions
step
Administration
SME Time
timing
Task Review Questionnaire
Online
10 to 30 items
10 to 15 mins
April 15th - 26th
2) Focus Groups
In-Person
8 to 12 SMEs per group
60 to 90 mins
May 13th - June 27st

6. 1) Task Review Questionnaire
Purpose: Define tasks for JAQ
Administration: Online Survey
SME Input: 10 to 30 items
Select whether each task is part of my job
Write-in any missing tasks
Time Required: 10 to 15 mins

7. Task Review Questionnaire

8. 2) Focus Groups Purpose: Define competencies for JAQ
Agenda
Explain purpose/objectives
Illustrate end product of initiative
Questions & discussion
Gather critical incidents
Confirm competencies noted
Purpose: Define competencies for JAQ
Administration: In-Person
8-12 SMEs per group, by job code & function
~ 80 total focus groups
UGA Facilitator & note taker
SME Input: questions
Identify key competency themes
Time Required: 60 to 90 mins
Sample Questions
Think of the best performer you’ve known in your job. What qualities and behaviors do you think made him/her successful?
Describe a situation where you’ve seen a coworker demonstrate exceptionally good/poor performance. Why would you consider this good/poor?

9. Look out for Task Survey Further Communications Sent April 15th
Via Qualtrics
Further Communications
Focus Groups
Time & Location