Validating Competencies Using a Quantitative Data-based Approach
(Room S320D)
29 Nov 17
8:30 AM
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9:00 AM
Traditionally, job analysis and competency modeling have been viewed as separate efforts with separate purposes and separate audiences (Shippmann, et.al., 2000). A common, simplified distinction is that job analysis is more “workfocused” whereas the competency model is more “worker-focused.” The outputs of job analysis are typically used by human resources professionals to determine job duties, develop or validate position descriptions, determine qualification for hiring, and provide other human resources information (Levine & Sanchez, 2007). The outputs of competency models are typically used by learning professionals for developing organizational training and education, for developing and validating career paths, and can also be used for assessing employee performance (Campion et al., 2011). However, greater insights can be generated if job analysis and competency modeling are viewed as complementary vice dichotomic processes. This paper documents a multi-phased, data-driven approach that integrates the rigor of an in-depth job analysis methodology with competency model development and the application of the approach across several levels of employee proficiency. This methodology, which has been applied within a Federal agency, produces large sets of quantitative data which can be used to provide a comprehensive picture of a position, of the competencies needed for successful performance, and of how position tasks and competencies change as the employee develops within a position. The outputs and data that result from this combined approach provide organizations with critical insights, supported by quantitative data, which can be used to prioritize and defend training, simulation, and education resources that are often not possible using separate approaches (Gutman & Dunleavy, 2003). The outputs can also be used to support other human capital functions and processes needed to improve organizational performance, including workforce planning, hiring, and promotio