Developing Competency Models

For Raw Data

Contents

 Data recording

 Analyzing the data

 Content analysis of verbal expression

 Validating the competency models

Data Recording

 Study identified jobs

 Identify major categories of skills

 Identify probable competencies

Study identified jobs

This stage deals with the start up to a competency development process:

 Identify exhaustive an set of job families in the organization eg:

Accounting, brand management, production management, engineering
& maintenance etc

 Identify job roles within each job families

 Production management: production manager, works engineer,

maintenance, stores in charge, product manager
 Obtain role data in regard to each of the jobs

 Review the job roles for its clarity in regard to job purpose,
objectives, key responsibilities, & critical success factors

 Review for inadequacies, if any, & improve upon the role profile
form, to prepare it to be reviewed for competency mapping
requirement

 Conduct a peer review exercise from one role incumbent to another

Identify major category skills
Each job has its minimum skill requirements to perform their role
effectively

 Determine skills required to perform a job effectively

 Assign weights to each of the skills on a 5 point scale, to establish

relative importance

 Map the skills on an inter job family comparable basis

 Enable each job family & jobs within those job families to gain
consistency

 These skills requirements are determined on a functional basis &

managerial basis that would enable a role incumbent to perform
his/her job
 Consequently, has a set of critical or major skills & a set of
supplementary skills. Supplementary skills would be a sub set of
major skills to make the role incumbent performing the major skills

 Identification of such skill set, would establish a boundary within

which competency should be defined

 Skills could be in some role profiles called as abilities, attributes

etc.
Identify probable competencies

 List the skills & evaluate which of them to be emphasized

behaviourally

 Evaluate the relative important scores that have been given to each
skill or skill sets

 Add or eliminate skills that appear to overlap & may cause

conceptual confusion

 Clarify additional skills & reason for placing those skills

 Relook at a profile now in particular role expectation section &
evaluate whether it is reached the expectation

 Evaluate the competency have been already mentioned. To study

whether they are applicable or not & list all required skills

 Probable competency analysis would enable the evaluator to

determine, whether all required skills have been listed & defined.
This act as a check point
Analyzing the data

 Review list of probable competencies

 Construct competency definition

 Assign proficiency levels

Review list of probable competencies

 The probable competency has now reviewed to check for any

internal consistency, validity versus other jobs, exhaustiveness of
competencies to fulfill objective & purpose

 The competencies are now finalized for each job. It has several
process namely: top mgt meetings, focus groups, benchmarking,
desired set of competency that are futuristic

 Identify & list meta competencies

 Have it agreed with mgt teams

 Perform workshops to communicate

Construct competency definition

 Each competency is placed in an individual & multiple boxes with

both job family & competency listed.

 The skill requirement for each of the said competency in each of the
levels should be defined because it may differ from one job to
another

 Each of the competency are now defined in the context of role

profile

 Utilize the competency dictionary where required to ensure internal

consistency
Assign proficiency levels

 This is hard & difficult process involving the top management,

focus groups, benchmark information on proficiency levels
articulated by other comparable organization

 Mandate & iterative process to compare & cross-examine on

definitions. This is to prevent an ambitious for a lower level of
proficiency requirement

 Define what proficiency means to the organization, what use it be

put to within the organization

 Define levels & differentiate between appraisal ranking &

proficiency levels

 A higher level of competency is not required for each of the

organization
Validating

 Content validation session

 Reinforce proficiency of critical competencies

 Refine competency definitions, if necessary

Content validation session

 Bring together an appropriate focus groups consisting of top mgt,

cross-section of managers & typical role profile holders, validate the
findings done in all the stages in regard to skills & competency
profiled

 Conduct a validate exercise to check possibilities of implementation,

time & the process involved to roll out through enterprise

 Define milestones

 Tabulate the learning process

 Evaluate the exercise whether it generated adequate data &

information to progress competency
 Reestablish the business case for implementing competency
development process

 Run pilot workshops wherever necessary

Reinforce proficiency of critical competencies

 Proficiency analysis & validation is essential is necessary it may

cause considerable concentration to understand the job value,
proficiency levels

 Illustrate with examples how proficiency levels are expressed,

valued, & how they would used

 Handle insecurities & threat perception in the usage of proficiency

levels

 Run pilot workshops where necessary

Refine competency definitions, if necessary

Focus on competency definitions. Refine them to absorb errors

inaccurate conceptual clarity, lack of understanding, etc

Apply writing skills in a simple way, capture the fundamental meaning

& intend application of competency

Freeze upon definitions

Conduct a top mgt workshop & finalize definitions

Run a pilot focus group, if necessary

THANK YOU