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#CompetencyModels

How do you create a competency model that people buy into?

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The answer is that you have to include people in that role in the process of building the competency model.  In this way, it is their model – by them, for their peers.

We actually had this situation recently, where the leaders of a role where a competency model was going to be developed were really pushing back.  They felt like they already had a great job description, detailed procedures, and a rich qualification program that everyone grasped and bought into. 

After a little influencing, high performers were selected for inclusion in the Rapid Job Analysis Workshop (the first step in our competency model development process).  And while you could see from some of the participants’ body language that initially there was some resistance, in less than an hour, the resistance was gone. Participants understood why this process was needed.  This continued through their engagement in refining the required behavioral examples of each task and skill.

The client partner who was leading this process summed it up best – while the technical and functional requirements of the job were known to an extent, they had never been documented to level of granularity.  The new competency model focused on what could be performed with the knowledge acquired, rather than the knowledge itself.  What’s more, while the roles were quite sophisticated technically, what separated good from great were the soft skills/core skills.  

In summary, by including high performers in the process of developing the competency model, and communicating how it was created during the process of making it actionable, you can ensure that those who are in the role will buy in.   You don’t build the model – they do.

News / Events / Blog Posts | SkillDirector

How the neuroscience of self-directed learning ties to competency models

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This article in CLO Magazine describes why we build competency models the way we do - the science behind it. The idea is that you reverse engineer your best performers, so you can sort of, well, clone them.

During our Rapid Job Analysis Workshop, once we identify the skills that should part of the model, we ask top performers the important question, "what did you do to learn how to do this?" to identify their most valuable learning experiences. Once they are captured, our customers have the recipe to create similar experiences so non-top performers can try them.

Remember that "purpose" is how I contribute to the organization's strategy.

Thank you to Dave Conner, EdD, SPHR, ACC for sharing it with us!

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