In the Multiple Jobs Approach competency models are developed simultaneously for a set of jobs (e.g., all professional jobs in marketing; all R&D jobs, or all the job in a small organization).

Use of Building Block Competencies

To ensure consistency among these competency models, the first main step is to identify a set of building block competencies from which each competency model will be constructed. One source of building block competencies is a generic competency dictionary: a distillation of commonly occurring competencies and their behavioral indicators into an organized, conceptually clear set of competencies. These generic competency dictionaries can be obtained from consulting firms that specialize in competency modeling and adapted to fit the organization’s language and culture.

Generic competency dictionaries typically focus on non-technical competencies. If the competency models need to include technical skills and knowledge, as is often the case, a set of relevant technical skill/knowledge competencies can be identified with the help of subject matter experts within the organization.

Identification and Use of Competency Levels

When building competency models with the Multiple Jobs Approach, it is often useful to identify and distinguish different levels of a competency. For example, a first-level management competency model might need to include a basic level of planning skill, but a project management competency model would require a higher level of planning skill. A competency model for nurses might include a basic level of understanding of cardiac knowledge, but the competency model for a cardiologist would specify a higher level of this skill.

When defining competency levels, one approach is to establish a set of levels with general definitions that are used for every competency. Usually, there are three or four levels, as in the following table.

Some organizations use a set of general levels like these but develop different definitions of these levels for each competency.

The use of competency levels makes it possible to distinguish the requirements of different jobs. Levels are also useful in performance assessment and appraisal. For example, a manager preparing a performance appraisal can use the competency levels to assess an employee on each of the competencies identified for the employee’s job. The use of competency levels also facilitates matching employee assessments with job requirements for internal selection or for career planning.

In the One-Size-Fits-All Approach a competency model is developed for a broadly defined set of jobs that may have very different responsibilities and knowledge requirements. Most often, the competency model is developed for one level of jobs, such as managers, associates, or senior leaders.

The competency model often includes competencies selected for alignment with the company’s values and strategic direction. Thus competencies may have names like “Respecting All People” or “Bias for Action.”

The competencies are often described in general terms that are not job specific, since thecompetency model covers a broad range of jobs which may have significantly different responsibilities.

When the One-Size-Fits-All Approach is Appropriate

• When line management or HR wants to promote alignment with vision, values and strategy
• When key stakeholders prefer simple solutions and have a low tolerance for complexity
• When HR wants to implement something quickly that will have broad impact
• When the budget for developing competency models is limited

Advantages of the One-Size-Fits-All Approach
The One-Size-Fits-All Approach sends a clear and simple message about what the personal characteristics and skills that the organization considers to be important. A competency model built with this approach is broadly applicable to a large number of employees, as are applications based on the model. For example, a competency assessment tool based on the model can be used with all of the employees in the job. Finally, the use of this approach promotes a common language and conceptual framework to use in describing key skills.

Disadvantages of the One-Size-Fits-All Approach

Because the model is used with a wide range of jobs, employees may not feel that it applies well to their particular job. If many of the competencies were selected to describe what the leaders would like people to demonstrate, rather than what superior performers actually do, people may perceive the model to be more espoused than true. The One-Size-Fits-All Approach is not as useful as other approaches in guiding selection, since selection of candidates for a specific job may require consideration of job-specific skills, knowledge and experience that are not included in the One-Size-Fits-All competency model.

Data Collection in the One-Size-Fits-All Approach

When using this approach, it is less important to identify responsibilities and tasks. Since the model will cover a broad range of jobs, the only responsibilities that are important are ones that apply to all of the jobs. Since the competency model will usually reflect the organization’s mission, values and strategic direction, it is important to talk to senior HR leaders and senior line leaders if possible, to ensure that the mission, values and strategic direction are understood and carefully considered. For the competency model to have credibility, it is highly desirable to conduct interviews with several superior performers. These interviews should focus on obtaining specific behavioral accounts of what these persons did during key job situations such as accomplishments or performance of important and challenging tasks.

•   Single Job Competency Model
•   One-Size-Fits-All Approach
•   Multiple Job Approach

A project usually focuses on one of these approaches, although it is possible to use a combination of these approaches within one organization.

Single Job Competency Model

This approach focuses on a single, narrowly defined job that is important to the organization’s success and has at least 10 job holders. The jobs covered by the competency model should have similar responsibilities and performance measures. Any requirements for technical skill or knowledge should be similar across the set of jobs. Examples of jobs for which a single job competency model is appropriate include sales representative, customer service representative, project manager, and plant manager.

The single job approach uses extensive and rigorous data collection, to ensure that the competency model contains highly specific behavioral descriptions of what one needs to do and how, in order to achieve superior results. This approach often includes a detailed breakdown of the main responsibilities and tasks and shows how they are linked to the competencies. Compared to the other two approaches, the single job approach is more time consuming and expensive to implement.

Data Gathering for the Single Job Approach

Usually, in the single job approach, data are gathered in multiple ways. For example, job analysis interviews may be used with job holders to identify main responsibilities, break each main responsibility down into tasks and sub-tasks. A resource panel, comprised of several job holders and several managers of jobholders, may be used to gather the same type of information, as well as information about performance criteria and measures and about changes in the business and organizational context that have implications for new and emerging competency requirements. In order to develop highly detailed behavioral descriptions of the competencies, the Single Job Approach almost always includes structured behavioral interviews with superior performers in the job, in which these persons are asked to provide detailed accounts of how they approached several key tasks or work situations.

Advantages of the Single Job Approach

A competency model built using the Single Job Approach has high face validity and high credibility with job holders and their managers. The model provides a recipe for superior performance. The specific behavioral descriptions of the competencies are useful when developing training programs. The rigor of the methodology ensures that if the organization wishes to use the model for selection, there will be a strong legal justification for doing so.

Disadvantages of the Single Job Approach

Because this approach targets a single, narrowly defined job, the competency model and HR applications built on it affect a relatively small number of employees. As noted earlier, the Single Job Approach is relatively expensive and time consuming to implement, especially if competency models are desired for multiple jobs.

When the Single Job Approach is Appropriate

This approach is most appropriate when:

•   There is an opportunity to gain competitive advantage by improving the productivity of people in a key job
•   The potential productivity gains from applying the model justify the time and expense of building it
•   There is a need to use the competency model as a basis for developing a training program or curriculum
•   The organization currently has several superior performers in the job
•   The job is expected to continue to exist in the organization for at least three years.

The One-Size-Fits-All Approach and Multiple Jobs Approach will be discussed in future blogs.

But how can you find and retain those people?  And how can you promote those qualities among your existing employees?

These are the key questions that you need answered:

•  How can I create and keep a unified, motivated workforce?
•  How can I retain and develop my best people?
• How do I find and assess candidates for important positions?