Competency Models
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Competency Analysis ServicesNeed to Build A Core Competency Model and Capability Development System from Scratch? Want to Enhance Your Existing System? The Competency Assessment Processtm (CAP) is Hubbard & Hubbard, Inc.'s response to an organization's need to know which qualities enables its people to perform at their peak. The premise behind CAP is simple; to find out what it takes to do a job in an exceptional manner, identifying a few individuals who perform exceptionally well and study them in depth. The CAP goes beyond myth and speculation to identify the qualities that make a real performance difference. By focusing on the key differences between exceptional and average performers, an organization can make the most effective decisions regarding applications for selection/hiring, critical skills training, objective performance appraisal, optimal job-person matching, integrated career development, manpower planning and succession planning, job-focused Assessment Centers, etc. The CAP method is based upon the seminal work of Harvard professor Dr. David C. McClelland and McBer & Company, with methods and techniques enhanced and enriched by Dr. Edward E. Hubbard and Hubbard & Hubbard, Inc. CAP provides a comprehensive assessment process which includes the identification of Behavioral, Administrative/Technical, Attitudinal, and Cultural Impact competencies which result in superior job and organizational performance.
AdvantagesThere are at least six advantages for using CAP's competency-based methodology to define the peak performance competencies: 1. Executives and managers will be able to distinguish superior from merely satisfactory performance. The approach allows executives and managers to make a distinction between a person's ability to do specific tasks at the minimum acceptable level and the ability to do the whole job in an outstanding fashion (e.g., knowing which employee tasks to perform, when they should be performed, and in what combination, to produce the most effective possible outcome to impact key performance measures). 2. The dimensions are based upon what outstanding individuals actually do. The competency definitions are based upon outstanding current performance in the organization. These competencies do not reflect someone's management theory or an academic idea of what it takes to do the job well, but rather are based on what works within the organization and most directly contributes to top performance. 3. The competencies are behaviorally specific. This means that the competencies can be rated with a high degree of consistency across H & H customer employees. It is one thing, for example, to ask whether an employee "takes initiative," a very general concept, open to interpretation, but it is quite another to ask, "Was it typical of this manager to carry out tasks without your having to request that they be done?," a question which has only two answers, "Yes" and "No". 4. The competencies are tied directly to important job tasks. There are a number of different kinds of tasks with which one may be "proactive," or take initiative. Each competency indicator in the Competency Codebook is backed up with many examples taken from the data collected during the Behavioral Event Interview, in order to illustrate the range of applicability of the different competency indicators. 5. The process is based on hard performance data. The search for specific competencies enables an executive or manager to make a distinction between "surrogate" indicators of competencies (e.g., experience or education) and performance indicators. Although, for example, possession of a college degree is generally assumed to be evidence of certain abilities, in the Competency Assessment Processtm (CAP), demonstration of such abilities on the job is required as proof of their possession. 6. Competencies extend into the broader scope of daily work. The competency dimensions provide a set of indicators which can be used to guide job performance in a number of ways. For example: as a means of training incumbents, new employees and those preparing for a specific career move; as a means of enabling individuals to evaluate themselves in performing critical aspects of a job; and as an aid to executives and managers in accurately matching individuals with tasks, on the basis of a thorough knowledge of the individual's abilities. Hubbard & Hubbard, Inc. is one of the few organizations that have the expertise to help you identify and build a Core Competency Model and Capability Development System from scratch that differentiates average from above-average performance in critical technical and behavioral knowledge and skill-based areas. Call Us Today at 707-763-8380 to help meet your strategic capability and intellectual capital management needs.
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