COMPETENCY

ASSESSMENT
Basic Concepts
(c) Dept of IO 2009
TRADITIONAL HR PROCESSES
Learning needs assessments Skills Inventories
Performance Evaluations
Selection Profiles
Learning
Human Resources
Planning
Resourcing
Performance
Management
Competency @ Work 2009
Competency-Based Management (CBM)
Competency
Profile
Learning
Human Resources
Planning
Resourcing

Performance
Management
Competency @ Work 2009


CLASSIFICATION OF JOBS
ORGANIZATIONAL 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 BUSINESS
Competency @ Work 2009
QUALITY SERVICE
LINKS TO THE BUSINESS
WORK
DESCRIPTION
COMPETENCY
PROFILE
RESULTS (BUSINESS PERFORMANCE)














(The job)

What are the
responsibilities
and demands of
the work?

What does it take
to 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 DESCRIPTIONS
Competency @ Work 2009
HOW WORK WAS DESCRIBED
before and after competencies


Analysis of Work
Called:

Worker
Characteristics
Called:

Methods:

Carried out by:


Assessment Tools
Called:



Before Competencies

Job Analysis

Knowledge, Skills, Abilities
and Other Characteristics
( KSAOs)

Questionnaires/Interviews

Industrial/Organizational
Psychologists

Tests, Interviews (BBI, Situational, etc.)
Reference Checks, etc
After Competencies

Competency Modeling

Competencies


Questionnaires/Interviews

Everyone

Competency-Based
Assessment Techniques
Competency @ Work 2008
SIOP STUDY THE PRACTICE OF
COMPETENCY MODELING, 2000

Rigor - use of multiple
input 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 dictionary
Clearly defined framework
A framework integrating all HR processes
Rigorously developed
- Based on jobs and work
- Well-defined and applied methodology
- Parsimonious and clear set of competencies and behaviors
A practical, workable product

AN IDEAL COMPETENCY MODEL
Competency @ Work 2008
COMPETENCY
ASSESSMENT
Assessing Job Competency
PIO 2008
JOB COMPETENCY DEFINED
Job competence
An 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 competency
An underlying characteristic of an employee that
results in effective and/or superior performance
(Boyatzis, 1982).
Competency @ Work 2008
COMPETENCY ASSESSMENT
Competency 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, quite
literally, a competency assessment carried out for an
individual by more than one person.
Competency @ Work 2008
MULTI-RATER ASSESSMENT
Multi-rater feedback refers to the process of gathering
up the results of multi-rater assessment and feeding
them 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 Criteria
Technical Arrangements &
Preparation Work
Assessment Results:
Recommendations
Criteria Valuation
Assessment Process:
Assessment Centre Method
1
2
3 4
5
Competency
Assessment
THE ASSESSMENT PROCESS
Competency @ 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 tools
Competency @ Work 2008
WHICH TOOLS?
Valid and reliable ones
Those 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 Tools
Psychtests LGD
Managerial
Case
Presentation
Structured
Interview: BEI
In Basket
Role Playing:
Coaching Style
above .8 = .83 = .75 - .85 = .78 = .86
Achievement Orientation

Customer Service Orientation

Integrity

Organisational Commitment

Teamwork

Developing Others

Team Leadership

Strategic Orientation

Interpersonal Understanding

Self-Confidence

Relationship Building

VALIDITY OF SOME ASSESSMENT TOOLS
Work Sample Tests .54
Cognitive Ability Tests .53
Structured Interviews
Behaviour-Based .48-.61
Situational .47-.57
Biodata .38
Assessment Centre .37
References .23
Unstructured Interviews .19
Academic Achievement .11
Interests .10
Age .01

Competency @ Work 2008
BASIC CONSIDERATIONS
How 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 process
Competency @ Work 2008
Before making any decision about using a
competency-based multi-rater assessment,
first consider:



ORGANISATION BENEFIT
identify 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
potential
Competency @ Work 2008
4 key benefits: