There are many possible applications and uses of competing models. Unfortunately, many organizations go to the trouble of developing models, using them for a purpose, and putting them on the shelf. Here are some ways you can get the most out of job competency models. Use them to:
o Integrate all HR processes using a common framework to select, train and reward people.
o Evaluate internal and external candidates through evaluation exercises, interviews and instruments.
o Develop a model for high performance teams. Select and train team members and use them for team building.
o Expand the pool of recruitment and succession. Models can challenge assumptions about required competencies and identify alternative sources of talent
o Retain key employees. Aim for retention of the best. Employees who see greater opportunities for growth are more likely to stay (which also affects morale).
o Redesign of jobs. Analyzing a job during model building can reveal an ineffective job design, in addition to improvements suggested by focus groups and expert panels.
o Certify levels of competence. Design certification programs to develop and reward skills development.
o Design 360 ° feedback instruments and other development tools.
o Determine the staffing of the merged organization. Keep the best in key positions.
o Create the learning organization. Use the models as templates to guide development.
Creating models faster for less cost through technology
Competition technology has evolved to the point where you can now purchase software programs to help build competition models. These programs contain competency dictionaries, that is, lists of competencies that can be used to analyze jobs. Some companies have designed their own custom programs for the same use. Virtual resource panels can be made for panel members from various geographic locations. As we move towards the computerization of all paper transactions and increased use of the intranet and the Internet, this seems to make sense. The more we can use technology to simplify our lives, the better.
However, the competence model development process is still basically a human process. It requires interviewing, collecting and analyzing data, observing behavior, skillfully facilitating a focus group (also known as an expert panel or resource panel), and writing a model document. Judgment, the ability to react and adapt to situations, to deal with conflict and resistance, and to discover unexpected opportunities to improve an organization's performance increase the benefits of job modeling.
It is a good idea to use automated tools to assist in the application of competitive technology. Employees who can access competency dictionary models and development opportunities through a computer terminal feel more empowered and in control of their destiny. Just be careful not to put the cart in front of the horse. Do you remember GIGO (garbage in, garbage out)? Develop good models and good systems before computerizing. Focus on practicality and fit first, not technical sophistication.
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