Secondary Data Collection Methods

six steps horizontal 3STEP 3 – DATA COLLECTION

In addition to the primary data collection methods that were described in the previous sections, there are several other data collection methods that may be useful in selected circumstances. These secondary data collection methods include:

  • Interviews with Customers
  • Interviews with Industry Experts
  • Observation of Job Holders
  • Surveys of Job Holders

Interviews with Customers

If the job-holders have external or internal customers, the customers can provide useful information about effective and less effective behavior among persons holding this job. External customers often have experience with staff in similar jobs in competitors’ organizations.

Customer interviews can be relatively short (15 to 30 minutes). Possible questions include:

  • What are the skills and behaviors that you have observed in the most effective people that you have dealt with, in this job?
  • In what ways do superior performers in this job differ from average performers and less effective persons in this job?
  • Think of someone in this job that was very effective. What were some of the things that this person did that set him/her apart from less effective persons with the same job.

Interviews with Industry Experts

If a competency model is desired for a new job, especially in an industry that is undergoing rapid change, there will be few people in the organization with much knowledge about the job, beyond the expected job responsibilities. In this case it can be helpful to interview an industry expert from outside of the company. The industry expert should be able to describe:

  • Market and technology trends in the industry
  • Companies that are key players and their relative positions within the industry
  • The challenges likely to be encountered in the new job in the context of the industry

If you understand the challenges likely to be encountered in the new job, you can draw logical inferences about the competencies that will be needed for superior performance.

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This entry was posted in Building Job Competency Models and tagged , , , , , , , , , , , by Edward Cripe. Bookmark the permalink.

About Edward Cripe

Ed has over thirty-five years of experience helping companies effectively utilize their organizational and human resources. His experience includes senior consultant roles with Merit Group, Inc., Kaset International/Achieve Global and McBer/Hay Group, plus corporate positions as director, training, organization development and quality for Ryder System and director, human resource consulting, training and organization development for the Bendix Corporation (now Honeywell International). He also worked for NASA as a Presidential Interchange Executive. Co-author of “The Value-Added Employee”. Ed holds a M.B.A. degree in Human Resources and Organizational Behavior from Indiana University and has completed doctoral level studies at the University of Michigan.

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