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Competency Modeling Initiative
UGA Human Resources
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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
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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
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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
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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
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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
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Task Review Questionnaire
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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?
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Look out for Task Survey Further Communications Sent April 15th
Via Qualtrics Further Communications Focus Groups Time & Location
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