If you and your organization have decided to develop job competency models or a competency-based human resource system, your plan should include answering three key questions that will affect the outcome of the project.

1. What resources do you have to build your models?

There are many ways to do competency models. Some are complex, time-consuming and expensive. Others are not. The trade offs have to do with validation and thoroughness, although the less complex approaches can include a validation step.

If you are doing more than one model, you should consider using an integrated approach that utilizes a common set of building block competencies, customizable for each job. Each model requires five to ten days of an internal or external consultant’s time, including facilitation of a focus group of high performers, interviews and model development.

Pick an external consultant to get you started who is willing to transfer their methodology to you and train your staff to carry on the work, and/or have them be trained to build competency models from the start. http://www.workitect.com/building-competency-models.php

For a large retail organization, a consulting firm did the first two models while certifying an internal HR manager to do additional models. The HR manager also designed and implemented selection and performance review applications based on the models. Structured interview questions were developed for each key position to help hiring managers assess and select candidates with the required competencies. Performance goals and results forms were also developed.

2. Where should you start in the organization?

The best way to demonstrate the payoffs of a competency approach is to start with a high impact job or one that is requiring attention, i.e. high turnover, impact on company’s sales, etc. Define the measurable outcomes of doing the model and specify applications. Read the rest of this entry »