McClelland and Occupational Competency.docx

8/10/2019 McClelland and Occupational Competency.docx

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McClelland and Occupational Competency

The Occupational Competency movement was initiated by David McClelland in the 1960swith a view to moving away from traditional attempts to describe competency in terms ofknowledge , skills and attitudes and to focus instead on the specific self-image, values, traits,and motive dispositions (i.e. relatively enduring characteristics of people) that are found toconsistently distinguish outstanding from typical performance in a given job or role. It should

be noted that different competencies predict outstanding performance in different roles, andthat there is a limited number of competencies that predict outstanding performance in anygiven job or role. Thus, a trait that is a "competency" for one job might not predictoutstanding performance in a different role.

Nevertheless, as can be seen from Raven and Stephenson ,[3] there have beenimportant [ peacock term ] developments in research relating to the nature, development, andassessment of high-level competencies in homes, schools, and workplaces.

~~Benefits of Competencies~~

Competency models can help organizations align their initiatives to their overall businessstrategy. By aligning competencies to business strategies, organizations can better recruit andselect employees for their organizations. Competencies have been become a precise way foremployers to distinguish superior from average or below average performance. The reasonfor this is because competencies extend beyond measuring baseline characteristics and orskills used to define and assess job performance. In addition to recruitment and selection, awell sound Competency Model will help with performance management, succession planningand career development.

Selection: The use of behavioral interviewing and testing where appropriate, to screen jobcandidates based on whether they possess the key necessary job competency profile:

Provides a complete picture of the job requirements Increases the likelihood of selecting and interviewing only individuals who are likely

to succeed on the job Minimizes the investment (both time and money) in people who may not meet the

companys expectations Enables a more systematic and valid interview and selection process Helps distinguish between competencies that are trainable after hiring and those are

more difficult to develop

Training & Development: Development of individual learning plans for individual orgroups of employees based on the measurable gaps between job competencies orcompetency proficiency levels required for their jobs and the competency portfolio processed

by the incumbent.

Focuses training and development plans to address missing competencies or raiselevel of proficiency

Enables people to focus on the skills, knowledge and characteristics that have themost impact on job effectiveness
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Ensures that training and development opportunities are aligned with organizationalneeds

Makes the most effective use of training and development time and dollars Provides a competency framework for ongoing coaching and feedback, both

development and remedial

Performance Management: Provides regular measurement of targeted behaviors and performance outcomes linked to job competency profile critical factors.

Provides a shared understanding of what will be monitored, measured, and rewarded Focuses and facilitates the performance appraisal discussion appropriately on

performance and development Provides focus for gaining information about a persons behavior on the job Facilitates effectiveness goal-setting around required development efforts and

performance outcomes

Career Paths: Development of stepping stones necessary for promotion and long termcareer-growth

Clarifies the skills, knowledge, and characteristics required for the job or role inquestion and for the follow-on jobs

Identifies necessary levels of proficiency for follow-on jobs Allows for the identification of clear, valid, legally defensible and achievable

benchmarks for employees to progress upward Takes the guesswork out of career progression discussions

Succession Planning: Careful, methodical preparation focused on retaining and growing thecompetency portfolios critical for the organization to survive and prosper

Provides a method to assess candidates readiness for the role Focuses training and development plans to address missing competencies or gaps in

competency proficiency levels Allows an organization to measure s its bench strength the number of high-

potential performers and what they need to acquire to step up to the next level Provides a competency framework for the transfer of critical knowledge, skills, and

experience prior to succession and for preparing candidates for this transfer viatraining, coaching and mentoring

Informs curriculum development for leadership development programs, a necessarycomponent for management succession planning


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Organizational competencies: The mission, vision, values, culture and core competencies ofthe organization that sets the tone and/or context in which the work of the organization iscarried out (e.g. customer-driven, risk taking and cutting edge).

Core competencies: Capabilities and/or technical expertise unique to an organization, i.e. corecompetencies differentiate an organization from its competition (e.g. the technologies,methodologies, strategies or processes of the organization that create competitive advantagein the marketplace). An organizational core competency is an organizations strategicstrength. Technical competencies: Depending on the position, both technical and performancecapabilities should be weighed carefully as employment decisions are made. For example,organizations that tend to hire or promote solely on the basis of technical skills, i.e. to theexclusion of other competencies, may experience an increase in performance-related issues(e.g. systems software designs versus relationship management skills)

Behavioral competencies: Individual performance competencies are more specific thanorganizational competencies and capabilities. As such, it is important that they be defined in ameasurable behavioral context in order to validate applicability and the degree of expertise(e.g. development of talent)

Management competencies: Management competencies identify the specific attributes andcapabilities that illustrate an individuals management potential. Unlike leadershipcharacteristics, management characteristics can be learned and developed with the propertraining and resources. Competencies in this category should demonstrate pertinent behaviorsfor effective management to be effective.


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Initiative and Creativity

Plans work and carries out tasks without detailed instructions; makes constructivesuggestions; prepares for problems or opportunities in advance; undertakes additionalresponsibilities; responds to situations as they arise with minimal supervision; creates novel

solutions to problems; evaluates new technology as potential solutions to existing problems.

Judgement

Makes sound decisions; bases decisions on fact rather than emotion; analyzes problemsskillfully; uses logic to reach solutions.

Cooperation/Teamwork

Works harmoniously with others to get a job done; responds positively to instructions and procedures; able to work well with staff, co-workers, peers and managers; shares criticalinformation with everyone involved in a project; works effectively on projects that crossfunctional lines; helps to set a tone of cooperation within the work group and across groups;coordinates own work with others; seeks opinions; values working relationships; whenappropriate facilitates discussion before decision-making process is complete.

Quality of Work

Maintains high standards despite pressing deadlines; does work right the first time; correctsown errors; regularly produces accurate, thorough, professional work.

Reliability

Personally responsible; completes work in a timely, consistent manner; works hoursnecessary to complete assigned work; is regularly present and punctual; arrives prepared forwork; is committed to doing the best job possible; keeps commitments.

Commitment to Safety

Understands, encourages and carries out the principles of integrated safety management;

complies with or oversees the compliance with Laboratory safety policies and procedures;completes all required ES&H training; takes personal responsibility for safety.

Support of Diversity

Treats all people with respect; values diverse perspectives; participates in diversity trainingopportunities; provides a supportive work environment for the multicultural workforce;applies the Labs philosophy of equal employment opportunity; shows sensi tivity toindividual differences; treats others fairly without regard to race, sex, color, religion, orsexual orientation; recognizes differences as opportunities to learn and gain by workingtogether; values and encourages unique skills and talents; seeks and considers diverse

perspectives and ideas.


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Job Knowledge/Technical Knowledge

Demonstrates knowledge of techniques, skills, equipment, procedures and materials. Appliesknowledge to identify issues and internal problems; works to develop additional technicalknowledge and skills.

Quantity of Work

Produces an appropriate quantity of work; does not get bogged down in unnecessary detail;able to manage multiple projects; able to determine project urgency in a meaningful and

practical way; organizes and schedules people and tasks.

Communication

Writes and speaks effectively, using conventions proper to the situation; states own opinionsclearly and concisely; demonstrates openness and honesty; listens well during meetings andfeedback sessions; explains reasoning behind own opinions; asks others for their opinions andfeedback; asks questions to ensure understanding; exercises a professional approach withothers using all appropriate tools of communication; uses consideration and tact whenoffering opinions.

Customer Service

Listens and responds effectively to customer questions; resolves customer problems to thecustomers satisfaction; respects all internal and external customers; uses a team approachwhen dealing with customers; follows up to evaluate customer satisfaction; measurescustomer satisfaction effectively; commits to exceeding customer expectations.

Problem Solving

Anticipates problems; sees how a problem and its solution will affect other units; gathersinformation before making decisions; weighs alternatives against objectives and arrives atreasonable decisions; adapts well to changing priorities, deadlines and directions; works toeliminate all processes which do not add value; is willing to take action, even under pressure,criticism or tight deadlines; takes informed risks; recognizes and accurately evaluates the

signs of a problem; analyzes current procedures for possible improvements; notifiessupervisor of problems in a timely manner.

Attention to Detail

Is alert in a high-risk environment; follows detailed procedures and ensures accuracy indocumentation and data; carefully monitors gauges, instruments or processes; concentrates onroutine work details; organizes and maintains a system of records.

Flexibility


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Remains open-minded and changes opinions on the basis of new information; performs awide variety of tasks and changes focus quickly as demands change; manages transitionsfrom task to task effectively; adapts to varying customer needs.

Organization

Able to manage multiple projects; able to determine project urgency in a practical way; usesgoals to guide actions; creates detailed action plans; organizes and schedules people and taskseffectively.

Staff development

Works to improve the performance of oneself and others by pursuing opportunities forcontinuous learning/feedback; constructively helps and coaches others in their professionaldevelopment; exhibits a can -do approach and inspires associates to excel; develops a teamspirit.

Quality Control

Establishes high standards and measures; is able to maintain high standards despite pressingdeadlines; does work right the first time and inspects work for flaws; tests new methodsthoroughly; considers excellence a fundamental priority.

Responsiveness to requests for service

Responds to requests for service in a timely and thorough manner; does what is necessary toensure customer satisfaction; prioritizes customer needs; follows up to evaluate customersatisfaction.

Innovation

Able to challenge conventional practices; adapts established methods for new uses; pursueson-going system improvement; creates novel solutions to problems; evaluates newtechnology as potential solutions to existing problems.

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McClelland and Occupational Competency.docx