Integrating HR & Talent Management Processes

Using Competency Assessment Technology to Attract, Develop, and Retain Talent

Succession Planning

Competencies
Human Resource Development
Critical characteristics that cause or predict outstanding performance

Assessment And Selection

Performance Management

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Contents
Background....................................................................................... 3 What.Are.Competencies. ................................................................... 3 . Competency.Levels............................................................................ 3 . Using.the.Competency.Process.to.Drive.Change................................. 4 Creating.an.Integrated.Talent.Management.System............................ 4 Benefits.of.an.Integrated.Human.Resource.System............................. 5 How.to.Develop.Competency.Models................................................. 5 Designing.a.Model.Building.Process.Tailored.to.Your.Needs............... 7 Application:.Succession.Planning........................................................ 7 Application:.Recruitment.and.Selection.............................................. 7 . Application:.Performance.Management.............................................. 8 Application:.Training.......................................................................... 9

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Background Workitect,.Inc..provides.research-based.human.resource. assessment.and.development.consulting.. services.to.help.organizations.to.improve.their.performance. and.to.attract,.develop,.and.retain.talent. Workitect.uses.a.unique.technology.called.job. competency.assessment,.which.focuses.on.identification. of.the.competencies.of.superior.performers.in.key.jobs.in.a. clients.organization..The.best.people.in.. positions.to.make.the.most.difference.provide.the.best. templates.for.assessment.and.development.of.incumbents. or.candidates.in.similar.positions..Emphasis.on.a.firms.most. important.job.families.offers.the.highest.potential.return.to. the.firm. Workitect.undertakes.projects.with.a.view.to.helping. clients.develop.an.integrated.Talent.Management.System. (ITMS)..In.brief,.this.means.working.to.ensure.that.Workitects. work.fits.with.other.parts.of.a.clients.HR.system. Workitect.works.to.transfer.its.competency.assessment. technology.to.clients.HR.professionals.to.ensure. implementation.of.programs.recommended.and.increase.the. firms.long-term.capabilities. What Are Competencies? Over.the.past.15.years,.Workitect.has.worked.with.numerous. client.organizations.to.create.competency.models.for.various. positions..In.effect,.these.models.are.the.blueprints.for. outstanding.performance..both.in.thought.and.action..in. any.given.job. Workitect.uses..Job.Competence.Assessment.(JCA).to. create.job.blueprints..This.research.technique.. systematically.identifies.the.critical.characteristics.. that.cause.or.predict.outstanding.job.performance.. Competencies.include.personal.characteristics,.. motives,.self-concept,.knowledge,.and.behavioral.skills..The. more.complex.the.job,.the.more.important.the.competencies.

The More Complex the Job

Relative Importance

Competencies

Task Mastery
Simple Difficult

Job Complexity
The More Important the Competencies Competency Levels Job.competencies.do.not.discriminate.on.the.basis.of.race.or. sex.(Austin,.et.al.,.1986)..To.fully.understand.the.capability. that.a.person.must.bring.to.a.job,.we.distinguish.between.the. various.levels.and.types.of.competencies..These.distinctions. have.implications.for.selection,.assessment,.and.development. systems.and.programs..They.also.affect.how.each.type.of. competency.is.measured.or.assessed. Different.types.of.competencies.predict.the.ability. to.demonstrate.job.behaviors..For.example,.a.planning. competency.predicts.specific.actions.such.as.setting.goals,. assessing.risks,.and.developing.a.sequence.of.actions.to.reach. a.goal..An.influence.competency.. predicts.specific.actions.such.as.having.an.impact.on.others,. convincing.them.to.perform.certain.activities,.and.inspiring. them.to.work.toward.organizational.objectives. Competencies.exist.at.various.levels..As.shown.in.the. graph.below,.skills.and.knowledge.exist.at.the.behavioral. or.outermost.level;.social.role.and.self-image.exist.at.an. intermediate.level;.and.motives.and.traits.exist.at.the.deepest,. or.core,.level.

SKILL

SOCIAL ROLE TRAIT MOTIVE

SELF-IMAGE KNOWLEDGE
MOST EASILY DEVELOPED MOST DIFFICULT TO DEVELOP

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Examples.of.competency.levels.are.as.follows:

Behavioral
.Skills:.An.individuals.ability.to.do.something.well..Example:. Demonstrating.a.product. .Knowledge:.Usable.information.that.an.individual.has. in.a..particular.area..Example:.In-depth.information.about. competitors.

from.what.had.been.important.in.the.past..In.fact,.the.process. of.developing.competency.models.may.indirectly.force.the. organization.to.think.through.its.strategy.. In.order.to.carry.out.the.strategy,.it.then.becomes.critical. to.build.human.resource.support.systems.that.enable.the. organization.to: .assess.the.competencies.of.current.employees,. .fill.positions.with.people.possessing.the.required. competencies,. .reward.employees.who.meet.job.goals.and.develop. competencies,.and .provide.training.and.development.experiences.that.build.the. key.competencies. Creating an Integrated Talent Management System An.Integrated.Talent.Management.System.is.a.comprehensive. set.of.human.resource.functions.and.programs.which: .Share.a.common.architecture.or.language;.and .Are.organized.to.complement.and.reinforce.one.another. This.integration.of.HR.information.systems.and.programs. contrasts.with.the.typical.system.in.which.functions.do.not. share.a.common.language.or.complement.one.another:. e.g.,.in.which.selection.decisions.are.made.on.one.set.of. criteria,.performance.is.appraised.on.a.second.set.of.criteria,. the.training.function.teaches.a.third.set.of.skills,.etc..An. integrated.use.of.the.competency.assessment.process.is. shown.below.

Self-concept:.Attitudes.And.Values
.Self-Image:.An.individuals.perception.of.his.or.her.identity.. Example:.Seeing.oneself.as.a.professional.(individual. contributor).or.a.manager. .Occupational.Preference:.The.work.an.individual.values.and. enjoys..Example:.working.with.people.versus.things.

Personal.Characteristics
.Traits:.A.typical.way.of.behaving..Example:.Being.a.good. listener. .Motive:.Natural.and.constant.thoughts.in.a.particular. area.that.determine.outward.behavior..Example:..Wanting. to.influence.the.behavior.of.others.for.the.good.of.the. organization. Workitects.competency.models.identify.competency.types.and. levels.for.the.job.being.assessed. Core.motive.and.trait.competencies.are.hard.to.develop;. it.is.most.cost-effective.to.select.for.these.characteristics.. Knowledge.and.skill.competencies.are.relatively.easy.to. develop;.training.is.most.cost-effective.for.these.abilities..Self. concept,.attitude,.and.value.competencies.can.be.changed,. albeit.with.more.time.and.difficulty;.these.attributes.are.most. cost.effectively.addressed.by.training.with.developmental.job. assignment. Using the Competency Process to Drive Change Competencies.which.differentiate.superior.from.average. performance.(differentiating.competencies).and.are.hard.to. develop.are.most.important.for.selection..Competencies.more. easily.developed.(minimal.competencies).are.less.important.for. selection. Minimal.and.differentiating.competencies.for.a.given. job.provide.a.template.for.personnel.selection,.succession. planning,.performance.appraisal,.and.development. The.process.of.identifying.job.requirements.and.required. competencies.means.that.the.organization.must.first.be.clear. about.its.short.and.long.range.direction..Once.the.direction. is.clear,.it.is.important.to.determine.the.competencies.that. will.be.key.to.carrying.out.the.organizations.strategy.and. reaching.its.long.range.goals..These.competencies.may.differ.

Integrated Uses Of Job Competency Assessment

HOW SHOULD JOBS BE VALUED?

WHAT ARE APPROPRIATE PERFORMANCE STANDARDS?

Compensation

Performance Appraisal

JOB COMPETENCY
Development Job

Selection

HOW SHOULD EMPLOYEES BE IDENTIFIED?

WHAT ARE THE RELEVANT DEVELOPMENT & TRAINING REQUIREMENTS?

HOW SHOULD JOBS BE STRUCTURED?

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Job Elements: The.nucleus.of.an.ITMS.is.a.set.of.core.data.about: .Purpose .Content:.tasks,.responsibilities,.and.functions. .Performance:.standards.and.measures. .Measurement:.points.for.compensation .Competency.requirements:.the.skills.and.characteristics.that. predict.effective.and.superior.performance.in.the.job .Employee.competencies:.the.skills.and.characteristics. individuals.bring.to.their.jobs Benefits of an Integrated Human Resource System Job.elements.are.determined.by.a.firms.strategy.and.structure. (design)..Job.element.variables.in.turn.drive.the.firms. human.resource.planning.and.human.resource.management. functions:.recruitment,.selection.and.placement,.performance. appraisal,.development,.succession.planning,.and.support. activities.. Development.of.an.Integrated.Talent.Management.System. usually.begins.with.two.initial.steps: 1. Organization Strategy: Definition.of.success.criteria.for.the.firm,.at.present.and.over. the.next.5-10.years,.and.plans.for.how.the.firm.will.attain. its.goals..For.example,.a.firm.may.project.significant.amount. of.future.growth..and.this.growth.is.dependent.on.the. firms.ability.to.attract,.develop.and.retain.good.people.in.key. positions. 2. Organization and Job Design: Definition.of.how.the.firm.will.organize.itself.to.carry.out.its. plans,.with.emphasis.on.identifying.critical.jobs:.the.valueadded.make.or.break.positions.and.people.which.will.make. the.biggest.difference.in.whether.the.firm.succeeds.or.fails.. Human.resource.management.is.most.cost-effective.when.it. focuses.on.these.jobs... Steps.1.and.2.are.usually.performed.by.reviewing.a.firms. business.plans.and.interviewing.its.leadership..In.situations. where.detailed.strategic.and.human.resource.plans.already. exist,.Workitect.will.collect.the.data.necessary.during.an.initial. project.planning.meeting.. .Enabler.of.Cultural.Change.and.Organizational. Improvement:.Rather.than.being.a.barrier.to.change.(as.is. the.perception.of.human.resource.systems.and.functions.

in.some.organizations),.a.competency-based.integrated. human.resource.system.provides.a.supportive.linkage.to.the. organizations.strategic.direction..Selecting.and.developing. competent.people.produces.a.competent.organization..A. competent.organization.is.more.likely.to.survive.in.a.highly. competitive.global.economy. .Cost.Savings/Increased.Productivity:.Separate.functions.do. not.develop.and.maintain.duplicate.(and.often.competing). data.bases,.training.and.administrative.overhead. .Empowered.Management:.The.tools.and.language.of.HR. management.are.clearly.defined.and.communicated;.by. understanding.more.of.it,.managers.use.more.of.it. .Employee.Participation.and.Reinforcement:.Employees. participate.in.the.studies.that.define.selection,.compensation,. appraisal,.and.development.criteria;.each.and.every.employee. contact.with.the.HR.system.consistently.communicates.and. reinforces.these.criteria. How To Develop Competency Models We.suggest.focusing.on.one.critical.job.family..to.be. identified.by.the.company..and.utilizing.this.as.a.pilot. program..We.would.also.demonstrate.how.to.replicate.this.for. other.job.families.and.develop.a.long-range.implementation. plan. A.Workitect.Job.Competence.Assessment.consists.of.the. following.steps. 1..Define.Performance.Effectiveness.Criteria...To.identify. superior.job.incumbents,.it.is.first.necessary.to.define. measures.of.performance.effectiveness.in.a.given.job..Ideal. criteria.are.hard.outcome.measures.such.as.sales.or. productivity.data..In.the.absence.of.such.criteria,.supervisor,. peer.(where.peers.have.an.opportunity.to.observe.one. anothers.performance),.subordinate.and/or.customer.ratings. can.be.used. 2..Identify.A.Criterion.Sample..Job.incumbents.who.are. consistently.rated.superior.on.a.number.of.different. performance.criteria.provide.a.template.standard.for. comparison.analysis.with.a.sample.of.average.performers.in. the.following.steps.of.the.research.process. Criterion.samples.for.job.families.should.include.superior.and. average.performers.at.key.ascension.levels,.e.g.,.from.Trainee. to.Branch.Manager:

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Level 1. Trainee 2. 3. 4

Superior Average 4 4 2 4 16 2 8 2 2

4. Branch Manager Totals

3..Expert.Panels..Managers.and.knowledgeable.employees. are.asked.to.identify.for.key.jobs.the.career.paths.which. typically.lead.to.the.job,.and.the.competency.requirements. (behaviors.and.characteristics).employees.need.to.perform.at. an.adequate.or.threshold.level,.and.at.a.superior.level.in. the.job. Use.of.expert.panels.to.define.job.elements.offers.a. number.of.benefits..Panels.collect.much.valuable.data.quickly. and.efficiently..Participation.in.panel.sessions.educates.panel. members.in.HR.assessment.methods.and.variables,.and. through.involvement.develops.consensus.and.support.for. overall.project.findings.and.recommendations. 4..Job.Competency.Requirements.Survey.(JCRS):.A. representative.sample.of.managers.and.employees.in.the. target.jobs.are.asked.to.complete.a.survey.on.competencies. required.for.threshold.and.superior.performance.in.the.job.. Surveys.permit.collection.of.sufficient.data.to.do.statistical. analysis.and.have.the.added.value.of.broad.employee. participation,.which.builds.support.for.survey.findings. 5..Behavioral.Event.Interviews:.Twenty-four.individuals. (sixteen.superior.and.eight.average.incumbents.from.entry.and. mid-career.jobs.in.the.designated.job.family).are.interviewed. using.the.BEI.technique.to.assess.competencies..The.BEI.asks. interviewees.to: A..Identify.the.most.critical.situations.they.have.encountered. in.their.jobs.and.to.describe.these.. situations.in.considerable.narrative.detail: .What.led.up.to.the.situation? .Who.was.involved? .What.did.the.interviewee.think.about,.feel,.and.want.to. accomplish.in.dealing.with.the.situation? .What.did.he.or.she.actually.do? .What.was.the.outcome.of.the.incident? B..Identify.the.key.developmental.steps.and.experiences.in. their.careers.which.led.to.their.current.job. The.BEI.includes.thematic.apperception.test.probes,. which.elicit.data.about.the.interviewees.personality.and.

cognitive.style,.e.g.,.achievement.motivation.or.convergentthinking.ability..(Studies.by.Winter.(1981).and.Boyatzis. (1982).indicate.that.BEI.protocols.can.be.scored.as.projective. instruments.with.high.inter-rater.reliability.(r=.8.to..9),.and. that.competencies.coded.from.such.interviews.surpass.those. of.regular.projective.tests.in.predictive.validity.(Winter,.1981).. Properly.conducted,.the.BEI.makes.interview-protocol.data. usable.as.a.psychometric.test.) BEI.protocols.also.provide.a.wealth.of.data.for.the. identification.of.competencies.and.very.specific.descriptions. of.critical.job.behaviors.in.specific.situations..Interviewees. career.paths.can.be.mapped.and.it.can.be.determined.when,. where,.and.how.they.acquired.key.competencies..A.significant. by-product.of.these.interviews.is.the.generation.of.numerous. situation.and.problem.narratives.that.can.be.used.to.develop. highly.relevant.training.materials,.e..g.,.case.studies,.role. plays,.and.simulations. Advantages.of.the.BEI.method.include:..Empirical. identification.of.competencies.beyond.or.different.from.those. generated.by.panels..Precision.about.what.competencies.are. and.how.they.are.expressed.in.specific.jobs.and.organizations. (e.g.,.not.only.use.of.influence.but.examples.of.how. influence.is.used.to.deal.with.specific.job.situations). 6..Thematic.Analysis.and.Development.of.a.Competency. Model.for.the.Job:.Data.from.the.expert.panels,.surveys,. expert.system,.and.BEIs.are.content-analyzed.to.identify. behaviors.and.personality.characteristics.that.distinguish. superior.from.average.job.incumbents..Two.or.more.analysts. (one.from.Workitect,.one.or.more.from.the.client.company). examine.the.data.and.identify.candidate.competencies. that.are.present.or.absent.in.superior.as.compared.with. average.performers..These.elements.are.refined.until.they. can.be.recognized.with.acceptable.inter-rater.reliability..A. detailed.competency.dictionary.and.codebook.is.prepared.to. guide.empirical.coding.of.interview,.assessment.center,.or. other.operant.data.from.job.incumbents.or.candidates..This. dictionary/codebook.provides.the.competency.model.for.the. job. The.output.of.the.Job.Analysis.step.will.be.comprehensive. Job.Competency.Models,.which.include: A..Purpose.and.content.of.the.job:.tasks,.responsibilities.and. performance.measures.for.the.job.rated.as.to.level,.frequency,. and.importance.in.a.form.which.can.be.used.to.compare.the. jobs.content.with.other.jobs. B..Competency.requirements:.the.skills.and.characteristics. required.for.adequate.and.superior.performance.in.the.job.

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C..Career.paths.for.the.job,.with.focus.on.when,.. where,.and.how.key.competencies.for.the.jobs.are.developed. Designing a Model Building Process Tailored to your Needs Where.appropriate,.other.sources.of.data.can.be.used.to. create.a.competency.model..These.include: .Interviews.with.people.in.similar.jobs.in.other. companies. .Interviews.with.subordinates,.supervisors.or.customers.of. persons.in.the.target.job. .Focus.groups.of.job.incumbents. .Review.of.competency.models.of.similar.jobs.in.other. organizations. .Literature.searches. A.model.can.often.be.built.quickly.and.at.low.cost. through.interviews.with.superior.performers,.a.panel.session. with.managers.and.incumbents,.and/or.a.focus.group.of.job. incumbents..Another.consideration.is.that.with.re-engineering,. new.jobs.are.being.created.for.which.there.are.few,.if.any,. precedents..This.is.another.reason.to.design.a.model.building. process.that.meets.the.specific.needs.of.each.client. APPLICATION: Succession Planning The.objective.is.to.provide.senior.management.with.a.system. for.providing.and.identifying.a.pool.of.ready.replacements.for. key.jobs,.and.to.provide.professionals.with.a.clearly.defined. career.path.and.a.process.to.optimize.their.advancement.. We.will.work.with.the.client.organization.to.develop.and. implement.these.systems..Key.components.can.include: .Detailed.career.paths.with.key.job.steps.and.profiles; .A.process.to.identify.ready.replacements.for.next.level.jobs; .Development-rotational.and.temporary.assignments,.tasks,. and.training; .Communication.packages.for.management.and. professionals; .Development.of.a.360.feedback.tool.based.on.the. competency.model; .A.resource.guide.that.participants.and.their.managers.can. use.to.guide.development.planning; .Questions.to.guide.participants.through.analysis.of.their. assessment.data.and.ultimately.to.a.development.plan;

.Development.planning.forms; .A.workshop.on.development.planning,.during.which. participants.receive.competency.feedback.and.training.on. development.planning; .A.developmental.assessment.center,.where.participants. engage.in.assessment.activities.such.as.a.case.analysis.and. oral.interview,.an.in-basket,.role.plays,.a.leaderless.group. discussion,.etc.,.and.also.receive.training.in.development. planning. Application: Assessment and Selection Competency-based.recruiting.systems.usually.focus.on. screening.methods.used.to.winnow.a.small.number.of.strong. candidates.from.large.numbers.of.applicants.quickly.and. efficiently..Assessing.recruits.involves.special.challenges,.e.g.,. recruiters.must.screen.many.applicants.a.short.period.of.time. (30-minute.interviews),.applicants.straight.from.college.may. have.little.work.experience.on.which.to.base.judgments. Competency-based.recruiting.systems.developed.by. Workitect,.therefore,.stress.identification.of.four.to.ten.core. competencies.that.meet.the.following.criteria: A..Competencies.that.applicants.will.have.had.the.opportunity. to.develop.and.demonstrate.in.their.lives.to.date,.e.g.,. initiative. B..Competencies.that.are.likely.to.predict.candidates.longrun.career.success.and.which.are.hard.to.develop.through. employer.training.or.job.experience,.e.g.,.such.master. competencies.as.Achievement.motivation.that..are..more.costeffective.to.select.for.than.to.develop. C..Competencies.that.can.be.reliably.assessed.using.a.short,. targeted.Behavioral.Event.Interview.developed.for.this. purpose. The.underlying.principal.of.the.BEI.method.is.that.the.best. predictor.of.what.people.will.do.is.what.they.have.done.in.the. most.similar,.critical.experiences.in.their.lives..The.BEI.asks. interviewees.to.identify.the.most.critical.situations.they.have. encountered.in.their.jobs.or.lives.and.describe.these.situations. in.some.narrative.detail:.what.led.up.to.the.situation;.who. was.involved.in.it;.what.the.interviewee.thought.about,.felt,. and.wanted.to.accomplish.in.dealing.with.the.situation;.what. he.or.she.actually.did;.and.the.outcome.of.the.incident. BEI.responses.can.be.coded.for.the.presence.or.absence. of.interviewee.competencies.with.high.inter-rater.reliability. and.predictive.validity..For.example,.if.collaborative.team. leadership.is.a.competency.a.company.is.looking.for,. interviewees.might.be.asked,.Tell.me.any.group.experience. in.which.you.have.been.involved..Their.responses.would.be. coded.for.consensus-building.versus.adversarial.behaviors..

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Applications..for.the.recruiting.function.can.include:.. .Integration.of.competencies.with.profiles.developed.by. recruiting.and.selection.task.force. .Training.for.company.recruiters.to.conduct.and.code. Behavioral.Event.Interviews.to.make.screening.decisions. .Integration.of.applicant.competency,.tracking.and. administration.information.in.the.IHRS.data.base,.including. follow-up.evaluation.of.new.hires.to.ensure.recruiting.system. effectiveness. .Tools.to.support.an.entire.selection.system,.including.forms. to.use.in.screening.interviews.. and.forms.to.use.in.comparing.and.deciding.among. candidates. Application: Performance Management An.additional.human.resource.function.which.bears.in. important.ways.on.development,.retention,.and.career.paths,. is.performance.management..Competency.assessment.data. can.contribute.to.performance.. management.systems.in.several.ways.

Workitects.approach.to.performance.management.is.to. identify: A..Job.performance.standards.and.measures. B..Job.behaviors.required.to.accomplish.specific.job.tasks.and. meet.job.responsibilities. C..Competencies.demonstrated.by.average.and.. superior.performers.in.key.jobs.. Most.performance.appraisal.systems.assess.one.or.more. of.these.variables..Effective.performance.appraisal.turns.on. the.proper.use.of.each.type.of.data.given.the.objectives.of.the. system.and.the.degree.of.control.the.employee.has.over.his.or. her.performance.on.variables.assessed. Performance.results.data.are.usually.used.for.decisions. about.rewards,.e.g.,.merit.bonuses.based.on.sales.or. production.quotas..If,.however,.an.employee.has.little. individual.control.over.results,.outcomes,.e.g.,.in.a.team. production.setting,.rewards.based.solely.on.results.can. demotivate.superior.people...In.these.cases,.some.portion.of. rewards.might.better.be.based.on.job.behaviors. Competency.and.job.behavior.data.are.usually.used.for. decisions.about.development,.e.g.,.if.manager.A.is.appraised. as.lacking.group.leadership.skills,.he.or.she.might.be.advised. to.attend.a.leadership.course.to.develop.this.skill..Skill-based. compensation.systems.also.explicitly.tie.rewards.to.skills. developed..As.noted,.this.is.particularly.appropriate.when. employees.have.little.control.over.performance.results.

Organization Objectives

OBSERVE & DOCUMENT PERFORMANCE

1 Define Job Responsibilities and Expectations

C O A C H I N G

Organization & Document Performance

Evaluate and Document Performance on Forms

Performance Review

Career Planning

Pay for Performance

4
Performance vs. Job Expectations

5
Competencies vs. Job Competency Requirements

6
Performance vs. Merit Pay Guidelines

Performance Review and Development Discussion

Development/ Career Planning

Salary Discussion

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Applications.planning.for.a.companys.performance. management.function.can.include: .Identification.of.job.responsibilities,.performance.standards. and.measures,.and.competencies.to.be.appraised.for. employees.in.the.target.jobs. .Development.of.appraisal.methods.and.training.of. managers.as.needed. The.entire.process.can.be.woven.into.a.comprehensive. performance.management.process.(part.of.the.IHRS).depicted. on.page.16. A.performance.management.program.(for.managers.of. persons.in.the.target.job).usually.includes: .Some.training.and/or.exercises.to.familiarize. managers.with.the.competency.model. .Materials.that.clearly.link.the.model.to.key.job.tasks.and.to. performance.standards. .Training.in.a.BEI.like.process.that.the.manager.uses.to. get.the.direct.report.to.talk.in.detail.about.how.he/she. approached.key.job.tasks.in.specific.instances.

.Training.and.practice.for.managers.to.help.the.direct.report. analyze.his/her.behavior.on.key.job.tasks.and.identify.ways. that.the.competencies.were.applied.or.could.have.been. applied. .A.demonstration.video.showing.how.to.conduct.a. performance.management.interview. .Separate.training.on.how.to.prepare.for.and.hold.a. performance.review.meeting,.and.training.on.how.schedule. and.conduct.FOCUS.Coaching.sessions. Application: Human Resource Development The.competency.template.translates.into.the.target. for.training.activities..The.competency.modeling.process. provides.a.framework.for.a.thorough.analysis.of.training. needs..The.training.needs.analysis.can.then.be.used.as.a. basis.to.develop.a.curriculum.to.help.people.acquire.key. competencies..Workitect.has.developed.a.process.entitled.the. Competency.Acquisition.Process.(CAP).for.managing.training. efforts.through.increasing.levels.of.of.competencies..The.CAP. consists.of.the.seven.steps.outlined.below.

3. Observation and Study Examples or models of superior performance are observed and studied. Supporting background information is provided to aid in comprehension.

4. Practice The individual practices new competencies in job-related applications.

5. Feedback The individual receives constructive feedback and reinforcement on how he or she is doing.

2. Assessment The individual assesses his or her current job situation and competencies, compares them to examples of superior performance, and decides where improvement would contribute to effectiveness.

6. Goal-Setting Specific goals and action plans are set by the individual for applying the new competencies back on the job.

1. Identification of Required Competencies The competencies required for superior performance of a job or group of jobs are identified.

Goal: Improved Performance

7. On-the-Job Support The supervisor and the work environment reinforces and supports the individual's demonstration of the newly acquired skills on-the-job.

2011,.Workitect,.Inc..

www.workitect.com..800.870.9490. .

SUMMARY The.output.of.a.typical.project.includes: .A.comprehensive.model.of.outstanding.performance.for.a. critical.job.family; .A.succession.planning.and.career.pathing.system; .System.utilization.of.the.model.to.enhance.recruiting,. selection,.performance.assessment,.training,.and. development; .Transfer.of.the.technology.to.internal.staff; .Game.plan.for.utilization.of.the.process.for.other.job. families. All.rights.reserved..No.part.of.this.publication.may.be. reproduced,.by.any.means.without.permission.in.writing.by. the.publisher.

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2011,.Workitect,.Inc..

www.workitect.com..800.870.9490. .