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Job Analysis

How do I quickly create competency models using rapid job analysis for roles that exist across multiple business units?

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When the roles you are defining are similar across business units, (e.g., sales, engineers, finance, risk analysts), there are 2 ways you can choose to build the model. You could include people across business units in the workshops where you create the competency models. Or you could create the model with one business unit, and then validate it with the other business units, providing them with the opportunity to customize the tasks and/or behavioral examples. We’ve done it both ways.

If time is of the essence, the build and validate approach may be faster and easier. If the company culture has business units at odds, then being more inclusive at the front end is the way to go.  A middle ground is to have the other business units validate the output of the Rapid Job Analysis workshop, and then participate in the Task Example editing and workshop.

 

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How to create a competency model – should Directors and above participate?

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“Would it ever make sense to have someone above the manager position (such as a division head) participate in the job analysis workshop?” 

In our experience, this is not a good idea for several reasons. 

(1) When there is someone 2 levels higher or more in the workshop, it can be intimidating for some participants, which could mitigate their input.  

(2) The purpose of the workshop is to identify what the people doing the job need to be able to do to be good and great in their job.  A person who is 2 levels higher is not currently doing the job, and while they may have held that position at some time in the past, they will not have done so recently, and therefore be out of touch with the current realities of the position.

(3) The person who is 2 levels higher may know what kind of skills they want people to have in the future, which should be imparted to the person facilitating the workshop.  You can bring up those topics in line with the appropriate tasks and competencies (e.g., “how do you foresee data analysis impacting the role going forward?”).  This person, not being an expert in the process, could derail the workshop by bringing it up at the wrong time.

(4) One of the things that often presents itself in workshops is regional differences. A high performer describes how something is done in their region.Another person says, “that’s interesting because we do it differently in our region.”And you get these different perspectives that can be aggregated into the competency model appropriately.It will be less likely that someone tells a Director level person that what they said is not entirely true.The quality of your model may suffer.

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