There are many possible applications and uses of competency models. Unfortunately, a lot of organizations go to the trouble of developing models, use them for one purpose and put them on the shelf. Here are some ways in which you can take full advantage of job competency models. Use them to:
o Integrate all HR processes using a common framework to select, train and reward people.
o Assess internal and external candidates using assessment exercises, interviewing and instruments.
o Develop a model for high performing teams. Select and train team members, and use for team building.
o Expand hiring and succession pool. Models may challenge assumptions about required competencies and identify alternative sources of talent
o Retain key employees. Target the retention of top performers. Employees who see expanded opportunities for growth are more likely to stay (also impacting morale).
o Redesign jobs. Analysis of a job during model building can reveal ineffective job design plus suggested improvements from focus groups and expert panels.
o Certify competence levels. Design certification programs to develop and reward competency development.
o Design 360° feedback instruments and other developmental tools.
o Determine staffing of merged organization. Keep the top performers in the key positions.
o Create the learning organization. Use the models as templates to guide development.
Creating models quicker for less cost through technology
Competency technology has evolved to the point where you can now buy software programs to help construct competency models. These programs contain competency dictionaries, i.e. lists of competencies that can be used to analyze jobs. Some companies have designed their own customized programs for the same use. Virtual resource panels can be conducted for panel members from diverse geographical locations. As we move closer to computerizing all paper transactions and making greater use of the intranet and internet, this seems to make sense. The more we can use technology to simplify our lives, the better.
However, the process of developing competency models remains basically a human process. It requires interviewing, collecting and analyzing data, observing behavior, skillful facilitation of a focus group (aka an expert panel or resource panel) and drafting a model document. Judgment, ability to react and adapt to situations, to deal with conflict and resistance and uncover unexpected opportunities to improve an organization's performance increase the benefits of job modeling.
Using automated tools to assist in the application of competency technology is a good idea. Employees who can access competency models and developmental opportunities through a computer terminal feel more empowered and more in control of their destiny. Just be careful to not put the cart before the horse. Remember GIGO (garbage in, garbage out)? Develop good models and good systems before computerizing. Concentrate first on practicality and fit, not on technical sophistication.
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