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Competency Modeling v. Job Analysis

Competency Modeling v. Job Analysis. Michael Brannick Discussant. Competency Models Are Statements of Values. Our company values (e.g.): Integrity Product Knowledge Development of People Goal Directedness (Results Orientation) Content Neutral

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Competency Modeling v. Job Analysis

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  1. Competency Modeling v. Job Analysis Michael Brannick Discussant

  2. Competency Models Are Statements of Values • Our company values (e.g.): • Integrity • Product Knowledge • Development of People • Goal Directedness (Results Orientation) • Content Neutral • Derived from beliefs about competitive advantage and human capital, not job/tasks; inference is different (not up from tasks but perhaps sideways from organizations) • Not functions, person-oriented job analysis

  3. Sanchez & Levine • What is the difference between CM and tja? • 6 dimensions of difference (e.g., purpose) • Values (and resulting payoff) explains why CM is prescriptive (influence, maximum performance) and why it refers to the organization rather than the job. • Take CM and infuse content thru Crit Incidents

  4. Giumetti and Curnow • CM & JA: Integrative Perspective • a combination of knowledge, skills, abilities and other individual characteristics (often called KSAOs; including but not limited to motives, personality traits, self-concepts, attitudes, beliefs, values, and interests) that can be reliably measured and that can be shown to differentiate performance • Subset of job elements; PAQ might qualify • Validity of combining core competencies with technical competencies

  5. Keller-Glaze, Horey & Fallesen • Evolution of a competency model • Shows how to take values and infuse content (fja task statements) – see example next slide

  6. Development of People Goal Directedness FJA task statements? Should ‘compentency’ bereservedformanagerial jobs?

  7. Morath, Curnow, Cronin, & Leonard • Top-Down Approach • Interview SMEs; future-oriented performance dimensions • Competencies must be ‘general enough to guide development of leaders who fill a wide variety of joint positions, but specific enough for performance requirements’ • GWA from O*NET

  8. Morath • Identified service values • Army • Loyalty • Duty • Respect • Air Force • Faith in system • Excellence in all we do • Self respect/Respect for others • Value of top-down

  9. Martin & Lodato • Task based ja under time pressue • Training application for Texas Child Protection Services • Analysis Phase of ISD, analyzing 9 jobs, face-to-face interviewing over 400 people, conducting review boards and documenting our findings in 6 weeks. • Emphasis on job content

  10. Take Home Message • CM & JA are companions • Apply competency models by • 1. Start at the top to find generic org values • 2. Consider purpose of project • 3. Fill competencies with job/task content appropriate for the purpose • Competency models will not excuse a task discovery process for applications such as selection, training, design

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