Professional Documents
Culture Documents
Compensation:
INTRODUCTION
Competency models represent the most critical knowledge, skills and behaviors that drive successful perfo
behavioral terms, using behavioral indicators, so employees can recognize the competencies when demonstr
good example of basic format.
INTERPERSONAL UNDERSTANDING
Builds strong work relationships.� Adjusts to how individuals, organizational units and cultures f
customers, without intending to persuade or influence.
� Encourages open communication with staff or within teams.� Creates an environment where pe
� Recognizes and appreciates the skills and special areas of expertise possessed by employees.� Ac
Typical elements of a competency model include competency titles with definitions, behavioral statements d
or occupation.� Competency models often contain some sort of overall graphic depiction of the relationsh
can show Knowledge competencies have more or less importance than behavioral competencies, or Personal
"Commerce Managers' Competencies", Figure 1, draws a graphic representation of that pilot project�
communicate to employees and customers the importance of Personal Effectiveness competencies to the
graphically displayed competencies. Managerial performance goals, competency-based pay systems, emplo
same value, or relationship. Not every competency model needs graphics. They are one way to help commu
lead to easy, visual, cross-occupational comparisons within an agency or between several agencies, that may
Figure 1.� Commerce Managers' Competencies: graphic representation of the competencies valued in the D
Although a good example of a competency model graphic, the figure does not represent a complete compete
specific job, definitions of each competency, and a list of behavioral indicators for each competency that
Analysis portions of this section discuss how to construct behavioral indicators as well as the other pieces of
Once a competency model is completed, it provides the fundamental information for design of a good grap
complete competency model, formed the basis for Figure 1.�� The graphic does not display all of the co
relationships, and can communicate relationships or organizational values as a type of graphic message to em
Research and the experience of other organizations show that building competency models enables organizat
� Link selection, training and development, and compensation to business strategy and critical challenges
Built through careful study of subject matter experts, top performers or others who know the competencies re
of the work and communicate the organization�s values. Competency models can target different functio
everyone in the organization.� Competency modeling begins the process of building tools to link employee
BUILDING A COMPET
Previous sections of this guide discuss agency readiness and orientation.� If agency readiness indicates a
occurred, building a competency model can begin.� Discussions should take place during orientation and r
and the employees� role in the business strategy for carrying out the agency mission. The participants need
The following discussions include references to the statewide competency model. This competency model d
pilot projects. The entire statewide model forms the following chapter of this guide to use in building individ
There are different types of competency models, including agency models, occupational models, and job or
levels of detail and scope:
A pilot project underway in the Department of Labor demonstrates one approach to building an agency-leve
18-month period were compared and analyzed using a �pattern analysis� technique to arrive at recurring t
The recurring competencies form the basis of the agency competency model.� The competencies repeat
agency values�. These reflect competencies valued or necessary in a variety of occupations throughout the
Examples of occupational competencies: Commitment to the profession; Efficiency and focus; Writing eff
operating systems.
The process of building any type of competency model requires some up front planning so that the time and
steps describe the process:
This process is described in greater detail with recommended best practices in the following sections of this g
COMPETENCY SYSTEM
APPLICATIONS/TOOLS
� Utilize the same competencies as defined for the organization by business strategy
� Include performance appraisal, training, development, recruitment, selection, compensation, and succes
DATA COLLECTION
Data Collect
Collecting data to build a competency model requires initial planning and decision-making.� Designing a
some important questions:
� How homogenous is the job or occupation or work unit? How many different levels or subgroups must
Considering these questions and the scope of a model building project will help to use available resources m
the model building process. Previous sections of this guide discussed competency models as a document
analysis processes that result in a competency model. Competency modeling is a process that organizations g
The practice of competency modeling has changed since its origin and the initial work of David McClelland
models), competency models today may have a more organization-wide focus and have changed from requ
employees within an entire organization.� These changes have spawned the development of a variety of dat
� Armchair method
� Customized dictionary
Choosing a data collection methodology requires consideration and balancing of multiple issues, including
through participation and education.� The list above orders data collection methods from the most standard
consuming methods.� the State Personnel Division has studied all of these approaches and concluded tha
provide the best balance between rigor and efficiency.
The recommended best practice for the State�s competency project uses the development of customized c
both research-based data needs with a high level of efficiency.� The process involves a group of employe
They work together in "menuing sessions" to identify and agree upon job context, job customers, job ou
�menu� of job context items, of job customers, of job outputs and most importantly, of job competencies.
Advantages include:�
� A relatively efficient process that balances the need for research-based data with limited time and cost c
� Very participatory, involving large numbers of employees directly in the data collection process genera
� Either present or future oriented.� (What is the vision for the work unit? What competencies will enab
� Direct educational opportunities for employees about the project
� A good lead-in to developing other tools such as performance appraisals, position profiles, and compen
� Communication between employees and managers about agency vision, mission and business strategy
Using expert panels or focus groups involves a group of internal subject matter experts and/or stakeholder
for superior job performance.� This data collection method balances both research-based data or validity n
some other methods yet costs less than conducting Behavioral Event Interviews.�
For example, development of Montana's Statewide Competency Model began by asking state managers to ch
grades provided the raw data used to identify the most common and critical behavioral competencies of top
competencies and behaviors became the Statewide Competency Model (Chapter 4).
In this effort, focus groups had certain advantages. They proved the most efficient way to collect informatio
multiple focus groups that involve greater numbers of employees creates higher buy-in and serves as educati
The data collected from experts can usually generate either present or future-oriented competency models t
data for the model, which reduces the level of employee buy-in.
The state�s competency pilot projects are using several different approaches to data collection.� Most h
used a hybrid of both behavioral event interviews and customized competency menus.� The following secti
The menuing method of data collection harnesses the collective knowledge of groups of employees and ma
the scope of a competency project determines the number of "menuing sessions" needed.� To build a com
currently working in that occupation.� The agency organization chart will help map out a strategy for colle
resource programs such as recruitment and selection, individual competency development planning and train
Selecting an occupation
Management and project leaders select the type of job or occupation for which to produce a model by review
menuing sessions with the assumption that they have unique work outputs or work processes that define a po
Selecting participants
Menu session participants should include individuals affected by the system design who have a common oc
or regional office.� Since possible advantages include buy-in, participation and education, group size and
but more than 5 participants, with 10-12 being optimum. For very large occupational groups, a project leader
Organizing the session
This requires a facilitator comfortable with the menu process and a note taker to record on flip chart pages a
to the process by the facilitator. To ensure that participants are aware of the importance of this data to the fi
purpose and goals, and the vision of the work unit�s future. This representative will generally define �suc
Method
Menuing sessions include selected participants, plus the facilitator, note taker and management represent
strategy so that this direction is considered when participants determine the competencies necessary to ach
and future direction of management.
AGENDA
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Facilitator: ��������������_____________________
1) ������������Define the scope of your work unit's mission, taking into account the vision, strategy, mission statements rece
2) ������������What is unique about your operating environment?� What internal or external factors drive (or influence) yo
work unit.� (These may be things such as changes in organizational structure, management style, the workforce, political environment, leg
1) ������������Identify the customers, the individuals and groups who are the key receivers of your work, both internal and e
1) ������������Identify the tangible and intangible products, services, information or processes that your work unit produces
2) ������������Take some time to prioritize what products/services are most critical, less critical (not as important).� Each p
1) ������������Think about the previous menus that you have created, and identify the competencies that are needed to prod
Competencies are sets of measurable and observable knowledge, skills, abilities and behaviors that contribute to success in a job.� Compe
2) ������������Take some time to prioritize these competencies and decide which ones are most critical. Each person takes 1
Menuing participants brainstorm, while the note taker writes the information on large flip-chart sheets.� As
upon what others have said.� Each step in the menuing process results in a list of data that will prove usefu
performance appraisal.
Figure 4, on the following page provides a useful graphic of the four-step process and makes a good handout
OUTPUTS���������������������������
Figure 4: Menu
�����������������������������
(operating enviro
predicting the kno
challenges.�
CONTEXT ���������������������������
(operating environment)������������������
� Outside factors
� Internal factors
� Legal issues
These can includ
� Co-worker
� Manageme
� Local gove
� Federal age
� Groups (be
An output menu
individuals inter
business strategy
knowledge that u
Step 4 � Competencies: List the competencies that are important for success in the job.� What competen
step 1?
The strategic context (step 1 menu), the customers (step 2 menu) and outputs (step 3 menu), supply the basis
behaviors needed to do the job successfully and deliver the work unit products and services.
MENUING SES
� Advice
� Recommen
� Decisions
� Reports
� Services
� Manuals
� Shared kno
For example, if a
flexibility demon
After the list is completed, give each participant ten colored dots and a few minutes to review the list.� Hav
will help narrow down the menu to the most important competencies. Completion of this exercise indicates t
This four-step process completes the menu session.� Number the hand-written flip chart sheets in order, ke
Soon after this session, transcribe the notes into electronic format and note the number of �dots� on each d
document forms the raw data used to build the competency model. The note taker for the menu session must
chance to review the electronic version of the notes to ensure th
� Advice
� Recommendations
� Decisions
� Reports
� Services
� Manuals
� Shared knowledge
� Co-workers
� Management
� Local government
� Outside factors
� Internal factors
� Legal issues
� Workforce
� Turnover
Examples of competencies:
-Correspondence is concise
-Information is accurate and demonstrates a knowledge of regulations and the ability to research
-Fills forms out accurately (details to insure federal/state agency compliance) and within established timelines
-Identifies whether a person has a communication barrier and communicates with the person in the way the person prefers and responds best
-Doesn't take it personally
-Makes an effort to enhance knowledge of current practice through continuing education endeavors
-Pitches in and helps out when other management team members are overloaded-willing to cross tra
-Collaborates on reports
-Able to break down tasks into individual areas and bring back together to reach desired outcome wi
OUTPUTS��������������������������
�����������������������������
(operating environment)�����������������
While the menu
or expert panels
to educate parti
competencies th
Selecting partic
� Knowledge
� Responsibl
� Articulate.
TO:
FROM:
DATE:
SUBJECT:
Sample enclosures: �
In
In
Attachments
Figure 5: Samp
A group of 6-10
depends on thei
Preparing part