This document discusses competencies and their introduction. It provides a brief history of competencies, noting debates around their use. It then outlines three common research designs used to identify competencies: the classic method, use of expert panels, and single incumbent studies. The classic method involves defining performance criteria, identifying superior performers, collecting data through behavioral event interviews and surveys, analyzing the data to develop a competency model, and validating the model.
This document discusses competencies and their introduction. It provides a brief history of competencies, noting debates around their use. It then outlines three common research designs used to identify competencies: the classic method, use of expert panels, and single incumbent studies. The classic method involves defining performance criteria, identifying superior performers, collecting data through behavioral event interviews and surveys, analyzing the data to develop a competency model, and validating the model.
This document discusses competencies and their introduction. It provides a brief history of competencies, noting debates around their use. It then outlines three common research designs used to identify competencies: the classic method, use of expert panels, and single incumbent studies. The classic method involves defining performance criteria, identifying superior performers, collecting data through behavioral event interviews and surveys, analyzing the data to develop a competency model, and validating the model.
IIM Calcutta History & Controversy • McClelland (1973): – Argued that academic aptitude and knowledge as well as school grades and credentials • Did not predict job performance or success in life • Were often biased against weaker sections of society • Barrett & Depinet (1991): – Argued that intelligence is a good predictor of job performance • Lord et al. (1986): Intelligence-leaders’ effectiveness meta- analytic correlation is 0.51 • McClelland subsequently revised intelligence as threshold competency. Changing Landscape • Search for unbiased (or less biased) indicators • Changes in methods: Testing for overt behaviors rather than pre-set choices • Job-AND-Person analyses • Person-IN-Job analyses An Approximate Definition Research Design • Three possible designs – Classical method – Use of expert panels – Single incumbent and future job studies Classic Method • Define performance effectiveness criteria • Identify criterion sample • Collect data • Analyze data and develop competency model • Validate the competency model • Some rough estimates: – 2-3 months for the entire study – 30 days for BEI – 1.5 days for each BEI (half to conduct, one to code and analyze) Identifying Criterion Sample • Political difficulties • Nomination may be used • Should have at least 20 people; 12 superior, 8 average • General picture (McClelland, 1998: p. 332): – Top 5% - 10% (outstanding) – Next 11% - 25% (typical) • 2:1.5 ratio Data Collection (1) • BEI – Advantages: Generation of interesting data for training and assessment – Disadvantage: Missed aspects of job • Expert panel: Managers, Superior performers, HR experts – Only about 50% accuracy; 25% missed but found in BEIs, 25% added but not supported from BEIs – Possible omission and commission errors – Helps get their buy-in Data Collection (2) • Surveys: Based on prior assessment of competencies/behavioral indicators – How much this differentiates between superior and average performers – Will the absence of it make people fail? – Is it reasonable to expect that a new hire would have it? – Can it be developed easily? – Has advantages and disadvantages • Observation – Pluses and minuses BEI Basics
• BEI: Heart of competency mapping process
• Critical incident short stories • Basic principle of BEI: Find out what people did in critical situations, rather than what they think • Should not know if the person is a superior or average performer: even the coders do not know BEI Guidelines & Steps • Guidelines: – Knowledge about person’s job and organization – Recording of interviews as against notes • Steps of BEI: – Introduction and explanation of purpose – Most important job responsibilities – Description of behavioral events • Situation, Task, Action, Results • If you could videotape • Start with a positive event • Time as an organizing device – Characteristics needed to do the job • Conclusion and summary – Reluctance of people to share negative events Analysis of Data and Validation • Constant comparison • Development of levels • Three ways of validation: – Collect another set of data, and verify – Managers can be asked to rate another set of superior and average performers and see if the model works – Predictive validity A Fortune-500 Human-Services Firm