the competency modeling approach

7/27/2019 The Competency Modeling Approach

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Career and Competency Pathing:

The Competency Modeling Approach

ByMaggie LaRocca

Introduction

Competencies are behaviors that encompass the knowledge, skills, and attributes

required for successful performance. In addition to intelligence and aptitude, the

underlying characteristics of a person, such as traits, habits, motives, social roles,

and self-image, as well as the environment around them, enable a person to deliver

superior performance in a given job, role, or situation.

Competency modeling is the activity of determining the specific competencies that

are characteristic of high performance and success in a given job. Competency

modeling can be applied to a variety of human resource activities. This research

paper will describe how organizations identify their core competencies and how

they are applying this competency data to improve performance. It will also explain

some emerging trends in competency modeling.

Developing Competency Models

Competencies enable employees to achieve results, thereby creating value. It

follows that competencies aligned with business objectives help foster an

organization's success. Organizations must understand their core competency

needs - the skills, knowledge, behaviors, and abilities that are necessary for people

in key roles to deliver business results.

According to Boulter, et al (1998), there are six stages involved in defining a

competency model for a given job role. These stages are:

1. Performance criteria - Defining the criteria for superior performance in the

role.

2. Criterion sample - Choosing a sample of people performing the role for data

collection.

3. Data collection - Collecting sample data about behaviors that lead tosuccess.

4. Data analysis - Developing hypotheses about the competencies of

outstanding performers and how these competencies work together to

produce desired results.

5. Validation - Validating the results of data collection and analysis.

6. Application - Applying the competency models in human resource activities,

as needed.

Using Competency Models

In 2000, Schoonover Associates and Arthur Anderson conducted a study todetermine how organizations are actually using competency data and to provide

insights into real-life practices that lead to success. Respondents were asked to

indicate the prevalence of competency use within their organization, describe their


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level of expertise in using competencies, characterize their use of competencies,

and indicate the importance, satisfaction, and effectiveness of their experiences.

Key findings indicated that:

Users were spread across all major business sectors and organizations of

varying size.

The use of competencies, in order of their effectiveness, includes hiring, job

descriptions, training, performance management, development planning, andcareer pathing.

The more sophisticated users of competencies were much more satisfied

with outcomes.

Common barriers that undermine success include lack of expertise in

building models, limited support by top management, competing priorities,

and lack of resources.

Best practices include ensuring a linkage between the competency initiative

and the organizational strategy, focusing on integrating competencies with all

HR processes, and focusing on implementation and ongoing evaluation.

The findings from this study were distilled into one guiding principle, which is

"Competency applications, like all significant change initiatives, will be successful

when best practices related to development and implementation are consistently

and relentlessly followed."

Competency Models at HP

Hewlett-Packard Company considers the development of competency models as a

critical factor in its future success. One recent program at HP (2003) focused on

using competency models to improve the overall quality and performance of itssales force. Working with Reza Sisakhti from Productivity Dynamics, the Sales

Competency Modeling Program team followed the approach described in the

graphic below.

Figure 1. Sisakhti Approach

This project started by creating straw models for various job roles, using input from

key stakeholders in particular geographies and businesses. These included the role

requirements, key competencies for successful performance, and logical learning

roadmaps and career paths.

The straw models were then validated through reviews and one-on-one interviews

with practitioners, including managers and expert performers. During the interviews

and subsequent analysis and validation, consideration was made for role

similarity/overlap, account size and line-of business differences, and geographic

variations.

The program generated a Learning, Development, and Career Planning Toolkit,


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Schoonover, S., Schoonover, H., Nemerov, D., Ehly, C. (2000). Competency-Based

HR Applications: Results of a Comprehensive Survey. Retrieved February 7, 2004,

from http://www.humanasset.net/resources/htm

Schoonover, S. (2000). Applying Technology to Maximize Human Assts. Retrieved

February 7, 2004, from http://www.humanasset.net/resources/htm

Author Note

Maggie LaRocca

Learning Program Manager

Hewlett-Packard Company

[email protected]

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