HR Applications of Job Competency Models

There are many possible applications and uses of competency models. Unfortunately, many organizations go, the effort to develop models and use them for a particular purpose and put it on the shelf. Here are some ways in which you can take full advantage of job-competency models. Use this to:

• To select the integration of all HR processes on a common framework to train and reward people.

• Assessment of internal and external candidates with assessment exercises, discussions andInstruments.

• Development of a model for high-performance teams. Selection and training team members, and use for team building.

• Expand the recruitment and succession pool. The models may challenge assumptions about the necessary skills and identify alternative sources of talent

• Retain key employees. Goal of maintaining the top performers. Employees who see opportunities for growth remain extended rather (an impact) morality.

• Redesign jobs. Analysis of the workplaceduring model building to show ineffective job design, as well as suggestions for improvements of focus groups and expert panels.

• Certification of competence levels. Design to develop certification programs and reward skill development.

• Design 360-degree feedback instruments and other development tools.

• Determine staffing of the merged company. Hold down the top performers in key positions.

• Create the Learning Organization. Use models as templates to guide theDevelopment.

Create models faster at lower cost through technology

Competence technology has reached a point where you can now buy software programs for the development of competency models developed. These programs include competency dictionaries, ie lists of competencies have to be used to analyze jobs. Some companies their own tailor-made programs for the same purpose intended. Virtual disks can be carried out resources for panel members from variousgeographical locations. As we get closer to the computerization of all paper transactions and increasing the use of Intranet and Internet, this seems reasonable. The more we use technology to simplify our lives, the better.

However, the process of developing competency models, basically a human process. It requires interviews, collecting and analyzing data to observe the behavior, skillful moderation of a focus group (also known as a panel of experts or resource panel) and the creation of a modelDocument. Verdict, the ability to respond and adapt to situations to explore conflict and resistance, and far too exciting opportunities for improving the performance of a company to increase the benefits of job modeling.

Using automated tools to help in the application of technology to support literacy is a good idea. Employees feel that competency models and development opportunities through a computer terminal access to better informed and more control over their destiny. Just be carefuldoes not say the cart before the horse. Remember GIGO (garbage in, garbage out)? Develop good models and good systems, before computerization. Concentrate initially on practical and will not fit on technical sophistication.

About the Author: Edward J. Cripe with Workitect, Inc., a consulting firm which competency-based human resources tools, programs and systems, with applications for the evaluation and selection, performance management, succession planning and training andDevelopment. Workitect also runs a "Building Competency Models" public workshop. For a free copy of our newsletter, please visit http://www.workitect.com

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