Traditional Job Analysis vs Competency Modeling Steven Matthew

Traditional Job Analysis vs. Competency Modeling Steven Matthew Brown Valdosta State University September 16, 2013

Comparison between TJA and Competency Modeling Dimension Traditional Job Analysis Competency Modeling Purpose Describe behavior Influence behavior View of the job An external object to be described A role to be enacted Focus Job Organization Time orientation Past Future Performance level Typical Maximum Measurement approach Latent trait Clinical judgment

Analyzing Competency Information (Identifying Competencies) � Considering organizational context ◦ CM is highly customizable. ◦ Develop competencies that tailor to business needs. � Linking competency models to organizational goals and objectives ◦ TJA usually stops short of translating how KSAOs influence organizational goals. � Start at the top ◦ Will garner more support from executives. � Using rigorous job analysis methods competencies ◦ CMA methodology is less rigorous than TJA. to develop � Considering future-oriented job requirements ◦ TJA measures “what is needed” not “what will be needed”.

Organizing and Presenting Competency Information � Defining the anatomy of a competency ◦ Descriptive title ◦ Definition, how competency appears on job ◦ Levels of proficiency � Defining levels of proficiency on competencies ◦ Level of competency development (e. g. , novice, master, expert) ◦ Level of competency performance (e. g. , marginal, good, and excellent) ◦ Job grade level (e. g. , associate engineer, staff engineer, senior engineer) � Using organizational language ◦ Enhances communication and ownership of CM by members. � Competency libraries ◦ Advantages: Efficient, consistent, thorough ◦ Disadvantages: May not be tailored to organization, members may not feel involved � Number of competencies and amount of detail ◦ Most difficult issue in developing CM. ◦ Detail is good for developing HR systems. ◦ Parsimony is better for organizational members remembering the CM.

Using Competency Information � Using competencies to develop HR systems ◦ Level descriptions can be converted into rating scales. � Using competencies to align the HR systems ◦ In terms of the same set of KSAOs and the same language. ◦ Systems reinforce each other. � Using IT to enhance usability of CM ◦ IT should always accommodate the CM, not the reverse. ◦ IT is a tool and not an end in itself. � Maintaining competencies over time ◦ Invest just as much time in maintaining as one does in creating. ◦ Ideal time for creating a maintenance plan is during initial beginning of CM. � CM and legal defensibility ◦ Problem: CM my have been developed using less rigorous methods. ◦ If developed in scientifically rigorous ways, should be appropriate for demonstrating job relatedness.

Current State of Competency Models (Stevens, 2012) � TJA’s applicability to the changing business landscape is limited. � CM serves as a foundation on which training and development programs can be created. � CM still faces issues with conceptual ambiguity, lack of rigor, and psychometric quality. � CM still faces legal challenges. � CM is not a simple “fix” as it was once perceived. � Refine the conceptualization of competencies and competency modeling.

Discussion Questions � What are some reasons that organizations decide not to use CM and instead utilize TJA? � As an employee, why is it useful to understand the competencies required in specific jobs? � As an employer, why is it useful to understand the competencies required in specific jobs? � Why do some professionals believe competency-based approaches are more susceptible to stereotyping and bias?

References � Campion et al. (2011). Doing Competencies Well: Best Practices in Competency Modeling. Personnel Psychology, 64, 225262. � Sanchez, J. I. , & Levine, E. L. (2009). Human Resource Management Review, 53 -63. � Stevens, G. W. (2012). A Critical Review of the Science and Practice of Competency Modeling. Human Resource Development Review, 12(1), 86 -107.