Job analysis is based on competency modeling and job modeling focuses on the how and what. Competency modeling and job analysis can consist of many components of the other. In job analysis, facts, skills, talents, and other attributes, are compared to competency modeling, which is the model for evaluating the strengths and weaknesses of a potential employee. The job modeling competency model is then matched with the requirements of the job.
It is important to consider that competency modeling and job analysis are not the same thing. These types of models were developed as methods to provide companies with information about their employees’ skills and abilities. They are also used to establish standards for upper management regarding skills and abilities. For instance, the competency modeling in an organization is the method of evaluating the skills and abilities of a potential manager or a vice president. The competency model is created by developing a competency model that contains the expected traits and capabilities, competency characteristics, work ethics, personal traits, and personality, of a future manager.
One of the important benefits of competency modeling and career pathways is that it helps in developing an understanding of an individual’s strengths and weaknesses, which in turn can help the employer in assigning resources effectively. Another benefit is that competency modeling prevents employees from taking unnecessary risks which may affect their productivity. It also helps in identifying skills gaps which could lead to poor performance, which in turn can affect the company’s bottom line. Finally, by developing and regularly assessing the competency models within the organization, companies can identify the areas where improvements are needed most.
However, competency modeling is different from career path management systems. The competency models that are developed by the competency modeling team focus on promoting individual growth and development while preventing employees from taking career-defining decisions that may adversely affect the business. Career path systems concentrate on aligning a person’s abilities with a particular career path. These systems help in assigning tasks based on pre-determined competencies and skills which are based on the applicant’s past performances. These systems are usually employed when a person has gaps or skills that are not relevant to the job and needs to be further developed or enhanced.
Competency modeling differs from career path systems in that they do not make use of evaluative criteria to determine eligibility for a particular position. While the competency modeling focuses on promoting individual growth and development, these competency models do not make use of any other type of performance management system such as pay-for-performance or peer review systems. This difference in the application of evaluation criteria is what gives competency modeling its distinguishing edge over other competency modeling techniques.
Competency modeling makes use of a scientifically based competency model that takes into account an individual’s strengths and weaknesses. The model then combines these two individual strengths and weaknesses to form a broad and generic competency profile. The resulting profile is then used to evaluate and assess each job candidate on a competency basis. For example, if a job candidate has significant limitations in her strengths then that person is not eligible for that job and should be evaluated on her general skills and experience instead.
As an alternative to applying competency modeling using an evaluative process, organizations can also apply another form of talent management approach called talent acquisition. In talent management, a company would purchase the skills and potential of someone through the hiring of an executive coach or by engaging the employee in a performance-based activity such as one-on-one coaching. The organization should still apply a variety of evaluative processes to evaluate each candidate on her specific skills. In fact, the competency model is often applied along with traditional evaluative processes to ensure that the organization is able to develop and implement new strategies in a timely manner.
While competency modeling and other similar performance management approaches are useful in providing information about how to evaluate job candidates and in providing guidelines for those assessments, it is important to remember that they do not provide solutions to problems or promise unrealistic expectations of future performance. Each candidate is unique and requires different types of skills and qualities. Therefore, competency modeling should not be seen as a generic performance management tool but as a way to improve individual performance on a specific job. Organizations should still utilize other types of performance management tools to ensure that they are taking the right steps toward aligning their goals and objectives with their future success as well as identifying the gaps between their current performance and desired outcomes. When doing so, they will be much more likely to reap the rewards of the strategies and initiatives that they have developed.
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