1. Job Analysis - Competency Modeling MANA 5322 Dr. Jeanne Michalski michalski@uta.edu

2. 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.

3. 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

4. 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

5. Elements of Competency Model  Depends on Purpose – no agreement, but generally include:  Significance of meeting organization’s 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

6. Developing A Competency Model

7. 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

8. Steps in Developing Competency Models  Collect and Analyze Data  Identify themes  Develop draft model Competencies Clusters Indicators or levels

9. 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

10. Anheuser-Busch Competencies 1. Task force (HR staff and facilitator) identified key business imperatives.  HR Staff and consultants  Company strategy and business objectives  Mission and values 2. Focus groups of managers reviewed competencies  Narrowed and prioritized list  Confirm or edit 4-5 specific employee behaviors for each competency

11. Anheuser-Busch Competencies 3. 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 4. Completed competencies integrated with selection and performance management system.

12. 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.

13. 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.

14. Performance Levels for Persuasion Persuasion - Influencing the behaviors or actions of others. The changes in behaviors or actions may not be observed immediately.

15. Uses for Competency Models  Selection  Training  Performance Management  Developmental Planning  Career Pathing  Compensation

16. 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

18. 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 client’s money management patterns to determine a client’s financial situation.  Describe procedures necessary to execute financial transactions.  Use financial information to manage client records.

19. 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.  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.

20.  Advantages of competency models  Disadvantages of competency models