ANALYZING JOBS & COMPETENCIES
Alyca Sweet, Niloufar Dodangeh, Sydney Roux Performance Needs & Analysis - SLHRD 7571 Dr. Edward Gibbons
Start
The Uses & Organization of Competency Models
Key Definitions
Comparative Analysis
Video
The Uses and Organization of CM
Best Practices in Analyzing & Organizing Competency Information
Agenda
Using Competency Information
Interactive Quiz (Kahoot)
Questions
Key Definitions
- Traditional Job Analysis (TJA)
A primarily activity-based work analysis that describes what work is and the knowledge, skills, abilities, and others (KSAOs) required to perform it; it emphasizes measurement reliability/validity and tends to portray "typical" performance of the average incumbent.
The process of identifying and documenting the competencies required for successful job performance for an identifiable group or goups. An attribute-based work analysis that articulates collections of KSAOs Source: Stevens (2013) and Campion et. al., (2011)
competency modeling
traditional job analysis
- Often linked/aligned with strategy
- Future orientation
- Exists at multiple levels
- Focus on high performance behavior
- Defines competencies needed for superior performance
- List concrete behaviors linked to competencies
- Identifies innate and acquired other characteristics
- Results in a "prescriptive" approach to work
- Describe what work is currently done (job focus)
- Not explicity aligned with strategy
- Focus on individual level
- List tasks performed to fulfill responsibilities
- Defines job responsibilities
- Identifies 'acquired' elements (KSAs) associated with tasks
- History of greater rigor, completeness, and detail
- Results in a "descriptive" approach to work
job analysis vs competency modeling
Source: Sanchez, Levine (2009)
competency modeling
traditional job analysis
- Focus on what is core or common to group, job, or organization
- Descriptions are relatively higher level and general in nature
- Focuses on what is distinct or different across jobs
- Descriptions involve relatively fine-grained detail
job analysis vs competency modeling
Both seldom viewed as end-products Errors here cascade into built-in errors at application
Source: Sanchez, Levine (2009)
Job Analysis vs Competency Modeling
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
TJA
Exhibits greater rigor in terms of methodology, completeness, and detail of analytic context including validity and reliability processes
CM
TJA
CM
TJA
CM
Exist at the organizational level of analysis and are the characteristics that allow orgs to rapidly adapt and innovate
Title
Focuses heavily on future roles that align with strategic plan and defining maximum performance
Used to guide the culture and competitive advandge of an organization
Viewed as a mundane & technical task
Description of existing work activities as they currently exist
Write a brief description here
competency clip
1. How competency models are used
2. Best practices for designing and analyzing them
THE USES AND ORGANIZATION OF COMPETENCY MODELS
3. How to organize and present them visually
the central role of competency models
Competency models act as the backbone of the HR system, linking hiring, training, performance, and pay under one framework.
hiring & selection
1. Identifies what separates top performers
2. Guides interview questions and assessments
3. Used in succession planning and leadership pipelines
TRAINING & DEVELOPMENT
1. Foundation for learning programs
2. Shapes 360 degree feedback and coaching
3. Focuses development on strategic needs
PERFORMANCE & CAREER PROGRESSION
1. Sets clear behavioral standards
2. Links performance to observable behaviors
3. Defines career paths and promotion criteria
pay, retension & change
1. Links pay to demonstrated mastery
2. Retains critical skills during restructuring
3. Supports change by defining the "future state"
Start with Context and Organizational Goals
Competency models must be rooted in the organization’s strategy and culture.
Use Multiple Methods and Groups
Get Leadership Involved Early
best practices in analyzing & organizing competency information
1. To build executive buy-in 2. Leaders usually have the best sense of the organization’s future direction.
Use Rigorous Methods (Not Just Consultant Buzzwords)
Consider Future-Oriented Competencies
Define the “Anatomy” of a Competency
1. A clear title, 2. A definition written in behavioral terms 3. Levels of proficiency that show growth or mastery.
Define Proficiency Levels Clearly
Organizing & Presenting Competencies
Use the Organization’s Own Language
Combine Common and Technical Competencies
Use Competency Libraries Wisely
Keep It Simple: Aim for About 12 Competencies Use Visuals and Diagrams
Using Organizational Development Techniques to Ensure Competency Modeling Acceptance and Use
Using competency information
Competency modeling fits the definition of an organizational development intervention in multiple ways. It also combines 1) action research and 2) social constructionism.
Using Competencies to Develop & Align Human Resources Systems
The central purpose of developing competency models is to develop HR systems. Aligning multiple HR systems is easier with CM because competencies are relatively small and stated generally to be understood across systems.
Using Competencies to Develop A Practical “Theory” of Effective Job Performance Tailored to the Organization
CMs explain the nature of effective performance in an org because they describe what really matters for job performance.
Using Information Technology to Enhance the Usability of Competency Models
Using competency information
IT can be used to develop the CMs, store them, facilitate the use of CM, and ensure consistency in the competencies across HR systems.
Maintaining the Currency of Competencies Over Time
Org objectives change over time, requiring a review of the current competencies. To maintain CMs, a maintenance plan should be created during the initial CMing and analysis.
Using Competency Modeling for Legal Defensibility
CMs provide defensability because they 1) are linked to org goals, 2) use observable, on-the-job behaviors, and 3) easy linkage to HR systems
Questions?
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Alyca Sweet
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Transcript
ANALYZING JOBS & COMPETENCIES
Alyca Sweet, Niloufar Dodangeh, Sydney Roux Performance Needs & Analysis - SLHRD 7571 Dr. Edward Gibbons
Start
The Uses & Organization of Competency Models
Key Definitions
Comparative Analysis
Video
The Uses and Organization of CM
Best Practices in Analyzing & Organizing Competency Information
Agenda
Using Competency Information
Interactive Quiz (Kahoot)
Questions
Key Definitions
- Traditional Job Analysis (TJA)
A primarily activity-based work analysis that describes what work is and the knowledge, skills, abilities, and others (KSAOs) required to perform it; it emphasizes measurement reliability/validity and tends to portray "typical" performance of the average incumbent.- Competency Modeling (CM)
The process of identifying and documenting the competencies required for successful job performance for an identifiable group or goups. An attribute-based work analysis that articulates collections of KSAOs Source: Stevens (2013) and Campion et. al., (2011)competency modeling
traditional job analysis
job analysis vs competency modeling
Source: Sanchez, Levine (2009)
competency modeling
traditional job analysis
job analysis vs competency modeling
Both seldom viewed as end-products Errors here cascade into built-in errors at application
Source: Sanchez, Levine (2009)
Job Analysis vs Competency Modeling
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
Use this side of the card to provide more information about a topic. Focus on one concept. Make learning and communication more efficient.
TJA
Exhibits greater rigor in terms of methodology, completeness, and detail of analytic context including validity and reliability processes
CM
TJA
CM
TJA
CM
Exist at the organizational level of analysis and are the characteristics that allow orgs to rapidly adapt and innovate
Title
Focuses heavily on future roles that align with strategic plan and defining maximum performance
Used to guide the culture and competitive advandge of an organization
Viewed as a mundane & technical task
Description of existing work activities as they currently exist
Write a brief description here
competency clip
1. How competency models are used
2. Best practices for designing and analyzing them
THE USES AND ORGANIZATION OF COMPETENCY MODELS
3. How to organize and present them visually
the central role of competency models
Competency models act as the backbone of the HR system, linking hiring, training, performance, and pay under one framework.
hiring & selection
1. Identifies what separates top performers
2. Guides interview questions and assessments
3. Used in succession planning and leadership pipelines
TRAINING & DEVELOPMENT
1. Foundation for learning programs
2. Shapes 360 degree feedback and coaching
3. Focuses development on strategic needs
PERFORMANCE & CAREER PROGRESSION
1. Sets clear behavioral standards
2. Links performance to observable behaviors
3. Defines career paths and promotion criteria
pay, retension & change
1. Links pay to demonstrated mastery
2. Retains critical skills during restructuring
3. Supports change by defining the "future state"
Start with Context and Organizational Goals
Competency models must be rooted in the organization’s strategy and culture.
Use Multiple Methods and Groups
Get Leadership Involved Early
best practices in analyzing & organizing competency information
1. To build executive buy-in 2. Leaders usually have the best sense of the organization’s future direction.
Use Rigorous Methods (Not Just Consultant Buzzwords)
Consider Future-Oriented Competencies
Define the “Anatomy” of a Competency
1. A clear title, 2. A definition written in behavioral terms 3. Levels of proficiency that show growth or mastery.
Define Proficiency Levels Clearly
Organizing & Presenting Competencies
Use the Organization’s Own Language
Combine Common and Technical Competencies
Use Competency Libraries Wisely
Keep It Simple: Aim for About 12 Competencies Use Visuals and Diagrams
Using Organizational Development Techniques to Ensure Competency Modeling Acceptance and Use
Using competency information
Competency modeling fits the definition of an organizational development intervention in multiple ways. It also combines 1) action research and 2) social constructionism.
Using Competencies to Develop & Align Human Resources Systems
The central purpose of developing competency models is to develop HR systems. Aligning multiple HR systems is easier with CM because competencies are relatively small and stated generally to be understood across systems.
Using Competencies to Develop A Practical “Theory” of Effective Job Performance Tailored to the Organization
CMs explain the nature of effective performance in an org because they describe what really matters for job performance.
Using Information Technology to Enhance the Usability of Competency Models
Using competency information
IT can be used to develop the CMs, store them, facilitate the use of CM, and ensure consistency in the competencies across HR systems.
Maintaining the Currency of Competencies Over Time
Org objectives change over time, requiring a review of the current competencies. To maintain CMs, a maintenance plan should be created during the initial CMing and analysis.
Using Competency Modeling for Legal Defensibility
CMs provide defensability because they 1) are linked to org goals, 2) use observable, on-the-job behaviors, and 3) easy linkage to HR systems
Questions?
Tip: Interactivity is the key to capturing the interest and attention of your audience. A genially is interactive because your audience explores and engages with it.
Did you know... The window allows you to add more extensive content. You can enrich your genially by incorporating PDFs, videos, text… The content of the window will appear when clicking on the interactive element.