A New Model for Systematic Competency Identification

Reprinted with permission of the International Society for Performance Improvement. Copyright 2002. Vol. 41, No. 4. www.ispi.org

Identifying job competencies has traditionally used more art than science. The reason is that while people have tried to work methodically, there has not been a systematic process based on sound performance models.

Competencies are most often identified through a combination of "techniques" and "models" (Marrelli, 1998). Techniques include interviews, focus groups (including brainstorming), surveys, and observations. Models used include products or processes, job responsibilities and accountabilities, or differences between superior and other performers. Thus, one organization might use inter-views focusing on superior versus other performers. Another might use brainstorming to identify competencies against job responsibilities, job profiles, or other combinations.

Neither method results in accurate or complete competency identification.

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A New Model for Systematic Competency Identification*