Competency Assessment Group 6

7/29/2019 Competency Assessment Group 6

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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.pdf


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Thank You

Documents

Competency Assessment Group 6