More and more organizations are placing a competency model at the heart of their HR Management.  A properly-developed model can form a foundation for the integration of all other routine HR functions, including selection, development, succession planning etc. 

By properly-developed, we mean a model which helps you know what characteristics differentiate superior performance on the job.  At higher levels, these are not usually "hard" skills or knowledge, but behaviors.  Knowledge is important, of course, but other attributes, such as effective communications, initiative or strategic thinking, are at least equally important.

Our approach to competency modeling assumes that the model will become the core of the HR Management system (excluding payroll:  we are not convinced of the benefits of Pay-For-Competencies).

We begin by identifying superior performers, based on both opinions of senior executives and objective data.  The next step is the most critical:  determine what differentiates superior performers from their peers.  We select from a variety of tools (interviews, focus groups, psychological profiling, assessments, 360º feedback, etc.) to identify the primary, basal characteristics which support superior performance.  In general, we limit the analysis to behavioral characteristics, but we can use more fundamental psychometric measures.

Once the behavioral competencies have been identified, we discuss with the client how they are to be used.  For example, is it desirable to present the findings in terms of Behaviorally Anchored Rating Scales (BARS) or are summary descriptions sufficient?

Application of the model is also dependent on client needs.  Use of the competency model for selecting new employees is relatively straightforward, while preparing a detailed Development Guide is more involved (but ultimately, just as worthwhile).

Email us for more information on Competency Modeling Services.