The keys to success in implementing Competency Based Management initiatives have been the development of a compelling business case for the approach, a common understanding of buy-in, senior-level commitment, the involvement of key stakeholders, especially employees and the unions, and extensive communication through all phases of competency work.
Frequently used approaches to competency identification include the use of focus groups of managers and employees as well as individual interviews with "average" and "superior" job performers. Behaviour-based interviews are sometimes used to identify those high-performance behaviours that differentiate successful job performers from other employees. Some competency models emphasize the "average" vs. "superior" performance distinction while others focus on identifying the competencies that result in "successful" performance on the job.
A competency profile is the product of in-depth analysis and conceptual thinking, and includes the following steps in its development
- Analysis of the strategic objectives of the organization.
- Analysis of organizational and resource capabilities.
- A business case for Competency Based Management.
- Design of Competency Based Management principles and architecture.
- Development of one or more competency profiles and tools.
- Application to human resource functions in a multiphase or evolutionary manner.
Collaborating with various stakeholders, such as employees and bargaining agents, is highly important to the process and contributes to successful implementation and buy-in.
Here are some tools for building a competency model.
1. Job-analysis interviews. Job-analysis interviews can be conducted in person or on the phone, and one-on-one or in focus groups. Interviews are a good method of data collection because the interviewer can probe and ask follow-up questions. It is, however, time-consuming.
2. Focus groups. Focus groups are useful for collecting information from Subject Matter Experts (SMEs). Focus groups also stimulate dialogue among the SMEs, though the information can be biased in favour of dominant participants.
3. Questionnaires. These are useful when it's necessary to interview many SMEs, when SMEs are inaccessible, and when there are time constraints. It's imperative to have appropriate questions, a sufficient sample returned, and the results analyzed and interpreted accurately.
4. Job descriptions. These can be useful sources of information, assuming that they are up-to-date and supplemented with some data from interviews or questionnaires.
5. Direct Observation. Observing employees at work can help you obtain a reasonably complete picture of manual repetitive jobs but can't observe mental processes or workers qualifications.
TIPS AND TECHNIQUES
There are important benefits to utilizing different viewpoints. This means involving as many outsiders as possible such as employees, customers, vendors, suppliers, advisors and trade groups in developing Competency Profiles for your organization.