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1、COMPETENCY MODELING,Rod Freudenberg, Ph.D. Hollie A. Levy, Ph.D. Los Angeles Unified School District Personnel Selection Branch Presentation to PTC/SC April 28, 2004,2,Outline,What problem are we trying to fix? Where do “competencies” fit in? What is the state of current practice? What is a competen
2、cy? What is competency modeling? How did LAUSD develop its “starter” set? What is the LAUSD Competency Framework? How will it evolve? How is it used in Selection? Lessons learned so far Next steps,3,The Challenge: LAUSD Classified Service,40,000 Classified employees 40,000 Certificated 1100 job clas
3、sifications Some have thousands of incumbents, some have a single incumbent Several new classes per month Numerous departments/divisions Facilities, Transportation, Cafeteria, Business Services, ITD, Police, and so on Rapid growth and contraction simultaneously Bond funding for new school constructi
4、on $10B+ IT revolution of labor intensive processes School Safety initiatives State-wide budget cuts layoffs Personnel Commission: “Do more with no more or less”,4,Problem: Traditional Functional Silos,Classification and Compensation Studies Job Analysis and Test Development Training Needs Analysis
5、and Program Development Performance Appraisal and Feedback Career Planning Workforce Planning,5,Problem: High Variability in Terminology,Across Functions Worker requirements in job descriptions Abilities and other characteristics in selection analysis Factors and dimensions assessed with ratings (in
6、terviews, performance appraisals, performance tests) Training areas in training needs analysis,Across Occasions Across job classifications Within job classifications over time Among analysts within the same functions Within the same analyst from analysis to analysis,Are we reinventing the same const
7、ructs over and over?,6,Why Competencies?,Workforce Needed To Meet Organizational Objectives (now and for the future),7,State of Current Practice,From Pearlman (2002) summary of SIOP Task Force: No consensus as to how competencies differ from KSAOs, or whether competencies are underlying traits vs. r
8、eadily trainable “Good” competency modeling examples are mostly conventional job analysis methods positioned as competency modeling - “Trojan Horse” “Bad” competency modeling examples suffer from poor conceptual/definitional clarity, lack of methodological rigor, and used in ways unsuited to the sta
9、ted purpose,8,What is a Competency?,A general capability or pattern of work behavior Enabler of successful performance Applicable to a wide range of occupations and organizational levels Observable, measurable, and developable Linked to the goals, values, and operational objectives of the organizati
10、on,9,Competency Modeling,Systematic approach to identifying and weighting the competencies (hows) that enable goal achievement (whats),LEVELS OF ANALYSIS Organization strategic workforce planning and change management Job/Role performance planning and management Individual career development,10,Foun
11、dation for the LAUSD Competency Set,Small project team of experienced LAUSD analysts Review of existing practice in public, private, and consulting sectors Sorting, Categorizing Review of existing class descriptions, constructs used in selection plans, training programs and courses, etc.,11,Example
12、Source Material and Best Practices,Competency Architect Card Set (Lominger LTD., Inc) Polaris Competency Card Set (OSI) Profilor (Personnel Decisions Inc.) Hay Group Competencies Framework Assessment Center Dimensions (e.g., DDI) SCANS (Department of Labor) State of Georgia State of Montana Sempra E
13、nergy Numerous 360 degree feedback models (Upward Feedback Forum) LAUSD Job Analysis/Exam Plan Folders, Class Descriptions, Etc.,12,Producing the “Roughly Right” LAUSD Competency Set,Selected the “Best of the Breed” Conceptual clarity and distinctiveness Relevance to LAUSD Comprehensive Paraphrased/
14、restated in LAUSD language Developed descriptive behavioral statements Circulated across PC analysts for evaluation,13,Product: 47 Competencies in 7 Groupings,REASONING: Competencies needed for learning, using information and data, and intelligent performance OCCUPATIONAL: The knowledge and skills o
15、f an occupational group acquired through training and experience PERSONAL EFFECTIVENESS: Competencies that enable the effective application of ones skills and abilities COMMUNICATION: Competencies that facilitate the give and take of information INTERPERSONAL: Competencies that establish and maintai
16、n effective working relationships GROUP: Competencies that help make teams, workgroups, units effective ORGANIZATION: Competencies that help make whole organizations and systems effective,14,Competency Hierarchy,15,Competency List (underlined competency starts new group),16,Structure of a LAUSD Competency,Grouping: Personal Effectiveness Name: Diligence Tag: Attending to details and quality Effective: Is committed to excellence on the job. Shows a high level of care and thoro
