員工素質(zhì)模型

COMPETENCYMODELING

RodFreudenberg,Ph.D.HollieA.Levy,Ph.D.LosAngelesUnifiedSchoolDistrictPersonnelSelectionBranchPresentationtoPTC/SCApril28,20042023/11/71OutlineWhatproblemarewetryingtofix?Wheredo“competencies”fitin?Whatisthestateofcurrentpractice?Whatisacompetency?Whatiscompetencymodeling?HowdidLAUSDdevelopits“starter”set?WhatistheLAUSDCompetencyFramework?Howwillitevolve?HowisitusedinSelection?Lessonslearnedsofar…Nextsteps…2TheChallenge:

LAUSD–ClassifiedService >40,000Classifiedemployees40,000Certificated>1100jobclassifications

Somehavethousandsofincumbents,somehaveasingleincumbentSeveralnewclassespermonthNumerousdepartments/divisionsFacilities,Transportation,Cafeteria,BusinessServices,ITD,Police,andsoonRapidgrowthandcontractionsimultaneouslyBondfundingfornewschoolconstruction$10B+ITrevolutionoflaborintensiveprocessesSchoolSafetyinitiativesState-widebudgetcuts–layoffsPersonnelCommission:“Domorewithnomoreorless”3Problem:

TraditionalFunctionalSilosClassificationandCompensationStudiesJobAnalysisandTestDevelopmentTrainingNeedsAnalysisandProgramDevelopmentPerformanceAppraisalandFeedbackCareerPlanningWorkforcePlanning4Problem:

HighVariabilityinTerminology

AcrossFunctionsWorkerrequirementsinjobdescriptionsAbilitiesandothercharacteristicsinselectionanalysisFactorsanddimensionsassessedwithratings(interviews,performanceappraisals,performancetests)TrainingareasintrainingneedsanalysisAcrossOccasionsAcrossjobclassificationsWithinjobclassificationsovertimeAmonganalystswithinthesamefunctionsWithinthesameanalystfromanalysistoanalysisArewereinventingthesameconstructsoverandover?5WhyCompetencies?

WorkforceNeededToMeetOrganizationalObjectives(nowandforthefuture)6StateofCurrentPracticeFromPearlman(2002)summaryofSIOPTaskForce:NoconsensusastohowcompetenciesdifferfromKSAOs,orwhethercompetenciesareunderlyingtraitsvs.readilytrainable“Good”competencymodelingexamplesaremostlyconventionaljobanalysismethodspositionedascompetencymodeling--“TrojanHorse”“Bad”competencymodelingexamplessufferfrompoorconceptual/definitionalclarity,lackofmethodologicalrigor,andusedinwaysunsuitedtothestatedpurpose7WhatisaCompetency?AgeneralcapabilityorpatternofworkbehaviorEnablerofsuccessfulperformanceApplicabletoawiderangeofoccupationsandorganizationallevelsObservable,measurable,anddevelopableLinkedtothegoals,values,andoperationalobjectivesoftheorganization8CompetencyModelingSystematicapproachtoidentifyingandweightingthecompetencies(how’s)thatenablegoalachievement(what’s)LEVELSOFANALYSISOrganizationstrategicworkforceplanningandchangemanagementJob/RoleperformanceplanningandmanagementIndividual

careerdevelopment9Foundationforthe

LAUSDCompetencySetSmallprojectteamofexperiencedLAUSDanalysts…Reviewofexistingpracticeinpublic,private,andconsultingsectorsSorting,CategorizingReviewofexistingclassdescriptions,constructsusedinselectionplans,trainingprogramsandcourses,etc.10ExampleSourceMaterialand

BestPracticesCompetencyArchitectCardSet(LomingerLTD.,Inc)PolarisCompetencyCardSet(OSI)Profilor(PersonnelDecisionsInc.)HayGroupCompetenciesFrameworkAssessmentCenterDimensions(e.g.,DDI)SCANS(DepartmentofLabor)StateofGeorgiaStateofMontanaSempraEnergyNumerous360degreefeedbackmodels(UpwardFeedbackForum)LAUSDJobAnalysis/ExamPlanFolders,ClassDescriptions,Etc.11Producingthe“RoughlyRight”

LAUSDCompetencySetSelectedthe“BestoftheBreed”ConceptualclarityanddistinctivenessRelevancetoLAUSDComprehensiveParaphrased/restatedinLAUSDlanguageDevelopeddescriptivebehavioralstatementsCirculatedacrossPCanalystsforevaluation12Product:

47Competenciesin7GroupingsREASONING:Competenciesneededforlearning,usinginformationanddata,andintelligentperformanceOCCUPATIONAL:TheknowledgeandskillsofanoccupationalgroupacquiredthroughtrainingandexperiencePERSONALEFFECTIVENESS:Competenciesthatenabletheeffectiveapplicationofone’sskillsandabilitiesCOMMUNICATION:CompetenciesthatfacilitatethegiveandtakeofinformationINTERPERSONAL:CompetenciesthatestablishandmaintaineffectiveworkingrelationshipsGROUP:Competenciesthathelpmaketeams,workgroups,unitseffectiveORGANIZATION:Competenciesthathelpmakewholeorganizationsandsystemseffective13CompetencyHierarchy14CompetencyList

(underlinedcompetencystartsnewgroup)AnalysisandProblemSolvingDecisionMakingMathSkillReadingComprehensionContinuousLearningIndustryKnowledgePhysicalSkillsProfessional/TechnicalExpertiseSafetyFocusSensoryPerceptionSkillsUsingTechnologyAction&ResultsFocusDependabilityDiligenceFlexibilityHandlingStressInitiativeandInnovativenessIntegritySelfManagementInformingListeningOralCommunicationPresentationSkillWritingConflictManagementInfluencingNegotiatingRelationshipBuildingServiceOrientationAssessingTalentDelegatingDevelopingOthersGroupFacilitationInvolvingOthersLeadershipManagingPerformanceTeamworkBudgetSavvyCustomerFocusLeveragingTechnologyManagingChangeOrganizationalSavvyPlanningandOrganizingProcessManagementProjectManagementStrategicFocusValuingDiversity15StructureofaLAUSDCompetencyGrouping:PersonalEffectivenessName:DiligenceTag:AttendingtodetailsandqualityEffective:Iscommittedtoexcellenceonthejob.Showsahighlevelofcareandthoroughnessinhandlingthedetailsofthejob.Checksworktoensurecompletenessandaccuracy.Makesfewifanyerrors.Maintainsfocusandqualityunderdistractingworkingconditionsandhighworkload--doesn'tdroptheball.Ineffective:Maybecareless,makingnumerousmistakeswhenworking.Workmayneedtoberegularlyreviewedforaccuracyandcompleteness.Maytrytogetbyontheleastamountofeffortnecessary.Mayforgetorotherwisefailtofollowthroughonassignments.Mayattempttohaveothersdohis/herwork.16ContinuousProcessofgoingfrom“RoughlyRight”to“GotItRight”CapturelessonslearnedfromusersContinuousfeedbackFocusgroupsProcessownerandfeedbackreviewpanelReviewsuggestionsandfeedbackDecideuponchangesVersioncontrolWearenowonversion1.017CompetencyModeling

forSelection(a.k.a.JobAnalysis)SelectionofappropriateSubjectMatterExpertsIdentifyandprioritizethekeyactivitiesofthejobIdentifythemostessentialcompetenciesForceddistributioncardsortperformedbySMEsForeachduty,identifycompetenciesthatbestdifferentiateexcellentfromacceptableperformanceMathematicallydetermineweightforeachcompetencyasdriverofoveralljobperformance18DemoExcelTemplateAnalyticToolDocumentationToolExaminationPlanningTool19ExperienceSoFarGoodacceptancebyclients,candidates,andanalystsEffectiveapplicationofstandardcomputertools(e.g.,Excel)toaidintheanalysisandexamplanningCompetenciesappearsufficientlycomprehensiveSomecompetenciesoverlapwithotherssomewhatForceddistribution,down-selectingishardforSMEs!!20ExamDesignand

TestDevelopmentAnalystdetermineswhichmethodswillbemosteffectiveandefficienttoassessthemostcriticalcompetencies.Writtentest,T&E,Interview,Performance,etc.Weightsoftheconstituentcompetenciesdrivetheweightsoftheparts(methods).Thisdocumentsthe“validationofthetop-levelexamdesign.”Examdevelopmentrequiresitsownmethodologyforoperationalizingthecompetenciesforthejobandforassessment.Thisisthe“testvalidation”step.Linkageofcompetenciestodutiesprovidestheroadmaptojobrelatedtestcontent.21Competency-OrientedInterviewingDrawfromDutiesxCompetencieslinkagesforcontentQuestionstructureSimple(1:1)Complex(1:many)QuestiontypeBehavioralSituationalKnowledgeRole-play/performance/simulation22InterviewDesignMatrixQuestions-by-CompetenciesQuestionsformulatedtoevokeevidenceofeachcompetencyDesign-insufficientopportunitiestosample/observecompetenciesDeterminethetotalnumberofdesigned-inopportunitiestoobserveeachcompetency23InterviewDesignMatrixCompetencyQuestionAnalysis&Prob-SolvgDecisionMakingProf/TecExpertiseConflictMgmtHandlingStressProjectMgmtBudgetSavvy1.Pleasetellushowyourbackground,education,trainingandexperiencehavepreparedyouforthisposition.Whatisyourexperiencemanagingprojects?Towhatextenthaveyoubeenresponsibleforprojectbudgets?XXX2.Pleasetellusaboutthemostcomplicatedprojectyouhavemanaged.Whatproblems/obstaclesdidyouhandle?Howdidyouovercometheseobstacles?Howdidyouensurethattheprojectwascompletedontimeandonbudget?Howdidyoumanagethestressofdealingwithmultipledeadlines?XXXXXX3.Pleasetellusaboutatimewhenyouhadtodealwithanupsetcustomerorco-worker.Whatwasthesituation?Howdidyoumanagethesituation?Whatwastheresult?XXXMinimalopportunitiestoshowevidence212122224ImpactonSelectionReducedvariabilityinanalyticmethodsandbetterovera