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COMPETENCY
ASSESSMENT FOR
ORGANIZATIONALEFFECTIVENESS
Group 6
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What is Competency??
Definition - a combination of knowledge, skill,
ability and personal attributes.
To clarify further:
Ability an inherent talent or capability for doing
something, such as math
Skill an ability that has been strengthened
through training, practice and experience
Personal Attribute a unique characteristic of an
individual that helps define his or her natural
persona. E.g. Honesty, integrity, professionalism
and courtesy
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What approach to follow?
Numerous assessments methods and
purposes to which assessments are applied.
Most pragmatic approach:
The approach should be primarily be targeted at
assessing an employees fitness for a given role
in an organization
The approach should address knowledge, skills
and abilities, (KSAs).
Personal attributes are important but difficult to
assess
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Practical Applications
Recruiting and hiring the right people at theright time.
Determining the training needed for a
particular employee. Identifying aggregate competency gaps of a
particular department or the entire organization
Building and cost justifying a training
curriculum to close competency gaps. Helping in focus on an individuals
development toward the next step on hiscareer path
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Advantages for Employees
If employees understand their competencies,
they can:
Seek out jobs that match or stretch their existing
competencies Plan their careers along a path that is well suited
to their capabilities
Compare current competencies with those
required in their next career step and seek
training
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The Competency Model
Step 1: Look at the basic job description and
the responsibilities required by the job
Step 2: Determine the competencies required
to perform those responsibilities.
Step 3: For each job, decide the degree of
proficiency required in a given competency.
Step 4: Assess the employees or prospectiveemployees relative to the competencies for the
appropriate proficiency level.
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Example HR Department
Human Resources CompensationManager HR Consultant HR ManagerKnowledge of Organization
3
3
3
Products and Services 2 3 3
Interpersonal Relationships 2 3 3Consulting 3 3 3
Problem Solving 3 3 3Managing Organizational
Change 2 3 3Managing WorkforceDiversity 2 3 4
HR: Trends and Direction 3 3 3HR: Policies, Standards
and Procedures 3 2 4HR: Legal and Regulatory
Environment 2 3 3HR: International
Environment 1 2 2Employee Relations 1 3 3
Compensation Management 4 3 2Benefit Programs 2 3 3
Staffing and Recruiting 1 3 3HR Planning and
Development 1 4 3HR Planning and
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SAMPLE PROFICIENCY LEVEL CHART
SHOWING DIFFERENT ASSESSMENT
SCALESLevel 1 Level 2 Level 3 Level 4
KSA BasicUnderstanding WorkingExperience ExtensiveExperience Subject MatterDepth and BreadthPractical
(Hands-on)
Experience Entry LevelLimited
ExperienceExtensive and
Diverse Application
and ExperienceRecognized
Thought LeaderAcquisitions Baseline Progressing Proficient Mastery
Role Novice Intermediate Expert Guru or MasterRole Types IndividualContributor Team Leader Integrator or Multi-Team Leader StrategistProficiency Base Line Good Very Good Excellent orExceptional
Developmental NeedsDevelopment PartiallyDeveloped Well Developed Fully DevelopedExpectation Does Not MeetExpectations Somewhat MeetsExpectations Fully MeetsExpectations ExceedsExpectations
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Fair and Consistent
AssessmentsEXAMPLES OF STATEMENTS USED TO BUILD TYPICAL BEHAVIOR
DESCRIPTORSCompetency Operational FunctionsCompetencyDefinition
Knowledge of major functional processes and associated operating
requirements; ability to apply this knowledge appropriately to diverse
situationsLevel 1
BehavioursIdentifies the primary operational functions of the organization ;Can explain
operational functions ;Understands interdependence
;Understands importance of each processLevel 2
BehavioursCarries out assigned responsibilities;
Seeks guidance when assigned goals;Works with awareness;
Is open to guidance;
Seeks advice;
Level 3Behaviours
Operates with understanding of responsibilities of organizations major
functions;
Seeks efficiencies;
Evaluates relevance;Maintains awareness;
Takes key responsibilities into consideration;Uses knowledge of organizations functions;
Level 4Behaviours
Consults with and advises all major functions;
Compares organizations processes;
Coaches others;Educates others;
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Self, Manager and Peer
Assessment Self-assessment:
Pros Communicates trust and encourages accountability
Cons Risk that assessments can be inconsistent from person to person, which leads to less
validity
Manager assessment: Pros
Facilitate dialog between an employee and supervisors, and presents an opportunity forcare coaching
Cons
Process is time consuming The manager might or might not have an accurate perception of an individuals
proficiency level in the various competencies
Peer assessment: Pros
Empowers peers and gives the process more credible validity
Cons Honest feedback can be challenging
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Post Assessment
Once completed, decisions must be made
about the next steps.
Competency assessments, when aggregated
across the organization, can reveal that theenterprise lacks sufficient bench strength.
This would provide the justification required to
either launch major training initiatives or recruitnew staff members who have competencies
the others lack.
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References
Kenexa an IBM company, white paper
http://www.kenexa.com/Portals/0/Downloads/C
ompetency%20Assessments%20Make%20Tal
ent%20Management%20More%20Effective.pdf
http://www.kenexa.com/Portals/0/Downloads/Competency%20Assessments%20Make%20Talent%20Management%20More%20Effective.pdfhttp://www.kenexa.com/Portals/0/Downloads/Competency%20Assessments%20Make%20Talent%20Management%20More%20Effective.pdfhttp://www.kenexa.com/Portals/0/Downloads/Competency%20Assessments%20Make%20Talent%20Management%20More%20Effective.pdfhttp://www.kenexa.com/Portals/0/Downloads/Competency%20Assessments%20Make%20Talent%20Management%20More%20Effective.pdfhttp://www.kenexa.com/Portals/0/Downloads/Competency%20Assessments%20Make%20Talent%20Management%20More%20Effective.pdfhttp://www.kenexa.com/Portals/0/Downloads/Competency%20Assessments%20Make%20Talent%20Management%20More%20Effective.pdfhttp://www.kenexa.com/Portals/0/Downloads/Competency%20Assessments%20Make%20Talent%20Management%20More%20Effective.pdfhttp://www.kenexa.com/Portals/0/Downloads/Competency%20Assessments%20Make%20Talent%20Management%20More%20Effective.pdf7/29/2019 Competency Assessment Group 6
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Thank You
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