Many companies are building their own competency models without the help (& expense) of external consultants.
More than 1,000 HR professionals have attended a three-day workshop and learned how to use a six-step process that includes the use of templates that guide the collection and coding of data necessary to build competency models, frameworks, and HR applications. Competency models, done right, connect human resource strategies with business strategies.
Our methodology for building models is based on the original job competence assessment (JCA) methodology developed in the 1970’s by Dr. David McClelland, a pioneer in competency research and testing, and by consultants at McBer and Company.
Organizations that buy off-the-shelf models or use a methodology similar to that used to write job descriptions are missing out on the most significant benefit of competency models. Models customized to an organization are based on analyses of superior performers in that organization, with its unique culture, ways of doing business, and business strategy. The models paint a picture of what success looks like in that particular organization. Off-the-shelf models and those developed by sorting cards, brainstorming, or reading the latest business book cannot do that. Why not learn how to build models the right way? If you don’t, all of the HR applications you develop that are based on those models will be flawed.
This is the six-step process that is taught in this workshop.
As a result of attending this workshop, participants are able to:
- Plan a competency modeling project
- Communicate and gain support for the project
- Chose from alternative methods for building single competency models and one-size-fits-all models
- Build models for multiple jobs in an organization
- Use resource panels to collect data
- Conduct structured key event interviews
- Analyze and code interview transcripts, and write job models
- Develop HR applications for talent management, assessment, selection, succession planning, development, and performance management
- Use Workitect’s licensed competency dictionary (purchased separately)
- Obtain 19.25 credits for SHRM and HRCI certification
- Create competency models and competency-based talent management applications, including those for:
Performance Management: assess competencies and results side by side, reminding employees that how they do things is as important as what they do.
Training and Development: use competencies to identify gaps in each employee’s capabilities so these gaps can be remedied, and provide individuals with detailed road maps for increasing their capabilities incrementally.
Staffing: use competencies to hire, place and promote people with the right capabilities to help the organization gain competitive advantage.
Compensation: both competencies and results impact pay decisions to reward performance and competency development.
Succession Planning & Talent Management: identify the competency requirements for critical jobs, assess candidate competencies, and evaluate possible job-person matches.
What methodology are you using to build models in your organization? How would you rate the impact it has had on your organization?
Let Us Help You
Workitect is a leading provider of competency-based talent development systems, tools and programs. We use “job competency assessment” to identify the characteristics of superior performers in key jobs in an organization. These characteristics, or competencies, become “blueprints” for outstanding job performance. Competencies include personal characteristics, motives, knowledge, and behavioral skills. Job competency models are the foundation of an integrated talent management system that includes selection, performance management, succession planning, and leadership development. Contact our experienced consultants to learn how we can improve all areas of your talent management processes.
More information about the Building Competency Models workshop.
Join LikedIn’s Competency-Based Talent Management group for further discussion on this topic.