COMPETENCY ASSESSMENT FOR ORGANIZATIONAL EFFECTIVENESS

Group 6

What is Competency??

Definition - a combination of knowledge, skill, ability and personal attributes. To clarify further:
Ability

an inherent talent or capability for doing something, such as math Skill an ability that has been strengthened through training, practice and experience Personal Attribute a unique characteristic of an individual that helps define his or her natural persona. E.g. Honesty, integrity, professionalism and courtesy

What approach to follow?

Numerous assessments methods and purposes to which assessments are applied. Most pragmatic approach:
The

approach should be primarily be targeted at assessing an employees fitness for a given role in an organization The approach should address knowledge, skills and abilities, (KSAs). Personal attributes are important but difficult to assess

Practical Applications

Recruiting and hiring the right people at the right time. Determining the training needed for a particular employee. Identifying aggregate competency gaps of a particular department or the entire organization Building and cost justifying a training curriculum to close competency gaps. Helping in focus on an individuals development toward the next step on his career path

Advantages for Employees

If employees understand their competencies, they can:

Seek

out jobs that match or stretch their existing competencies Plan their careers along a path that is well suited to their capabilities Compare current competencies with those required in their next career step and seek training

The Competency Model

Step 1: Look at the basic job description and the responsibilities required by the job Step 2: Determine the competencies required to perform those responsibilities. Step 3: For each job, decide the degree of proficiency required in a given competency. Step 4: Assess the employees or prospective employees relative to the competencies for the appropriate proficiency level.

Example HR Department
Human Resources Knowledge of Organization Products and Services Interpersonal Relationships Consulting Problem Solving Managing Organizational Change Managing Workforce Diversity HR: Trends and Direction HR: Policies, Standards and Procedures HR: Legal and Regulatory Environment HR: International Environment Employee Relations Compensation Management Benefit Programs Staffing and Recruiting HR Planning and Development HR Planning and Compensation Manager 3 2 2 3 3 2 2 3 3 2 HR Consultant 3 3 3 3 3 3 3 3 2 3 HR Manager 3 3 3 3 3 3 4 3 4 3

1 1 4 2 1 1

2 3 3 3 3 4

2 3 2 3 3 3

SAMPLE PROFICIENCY LEVEL CHART SHOWING DIFFERENT ASSESSMENT SCALES

Level 1 KSA Practical (Hands-on) Experience Acquisitions Role Role Types Basic Understanding Level 2 Working Experience Limited Experience Progressing Intermediate Team Leader Level 3 Extensive Experience Extensive and Diverse Application and Experience Proficient Expert Integrator or MultiTeam Leader Level 4 Subject Matter Depth and Breadth Recognized Thought Leader Mastery Guru or Master Strategist Excellent or Exceptional Fully Developed Exceeds Expectations

Entry Level Baseline Novice Individual Contributor

Proficiency
Developmental Expectation

Base Line
Needs Development Does Not Meet Expectations

Good
Partially Developed Somewhat Meets Expectations

Very Good
Well Developed Fully Meets Expectations

Competency Competency Definition Level 1 Behaviours

Fair and Consistent EXAMPLES OF STATEMENTS USED TO BUILD TYPICAL BEHAVIOR DESCRIPTORS Assessments

Level 2 Behaviours

Level 3 Behaviours

Level 4 Behaviours

Operational Functions Knowledge of major functional processes and associated operating requirements; ability to apply this knowledge appropriately to diverse situations Identifies the primary operational functions of the organization ;Can explain operational functions ;Understands interdependence ;Understands importance of each process Carries out assigned responsibilities; Seeks guidance when assigned goals; Works with awareness; Is open to guidance; Seeks advice; Operates with understanding of responsibilities of organizations major functions; Seeks efficiencies; Evaluates relevance; Maintains awareness; Takes key responsibilities into consideration; Uses knowledge of organizations functions; Consults with and advises all major functions; Compares organizations processes; Coaches others; Educates others;

Self, Manager and Peer Assessment

Self-assessment:

Pros

Communicates trust and encourages accountability Risk that assessments can be inconsistent from person to person, which leads to less validity

Cons

Manager assessment:

Pros

Facilitate dialog between an employee and supervisors, and presents an opportunity for care coaching
Process is time consuming The manager might or might not have an accurate perception of an individuals proficiency level in the various competencies

Cons

Peer assessment:

Pros

Empowers peers and gives the process more credible validity Honest feedback can be challenging

Cons

Post Assessment

Once completed, decisions must be made about the next steps. Competency assessments, when aggregated across the organization, can reveal that the enterprise lacks sufficient bench strength. This would provide the justification required to either launch major training initiatives or recruit new staff members who have competencies the others lack.

References

Kenexa an IBM company, white paper http://www.kenexa.com/Portals/0/Downloads/C ompetency%20Assessments%20Make%20Tal ent%20Management%20More%20Effective.pd f

Thank You