This document discusses the differences between competency modeling and job analysis. Competency models are statements of organizational values and describe characteristics like integrity, product knowledge, and development of people. They are content neutral and derived from beliefs about competitive advantage, not specific job tasks. Job analysis focuses more on specific functions and tasks. Several authors provide perspectives on integrating competency models and job analysis, such as using task statements from job analysis to provide content for competency models. The document emphasizes that competency models and job analysis are complementary and that competency models should be informed by an understanding of job content.

1. Competency ModelingCompetency Modeling
v. Job Analysisv. Job Analysis
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2. Competency Models AreCompetency Models Are
Statements of ValuesStatements of Values
 Our company values (e.g.):Our company values (e.g.):
 IntegrityIntegrity
 Product KnowledgeProduct Knowledge
 Development of PeopleDevelopment of People
 Goal Directedness (Results Orientation)Goal Directedness (Results Orientation)
 Content NeutralContent Neutral
 Derived from beliefs about competitiveDerived from beliefs about competitive
advantage and human capital, not job/tasks;advantage and human capital, not job/tasks;
inference is different (not up from tasks butinference is different (not up from tasks but
perhaps sideways from organizations)perhaps sideways from organizations)
 Not functions, person-oriented job analysisNot functions, person-oriented job analysis
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3. Sanchez & LevineSanchez & Levine
 What is the difference between CM andWhat is the difference between CM and
tja?tja?
 6 dimensions of difference (e.g., purpose)6 dimensions of difference (e.g., purpose)
 Values (and resulting payoff) explains whyValues (and resulting payoff) explains why
CM is prescriptive (influence, maximumCM is prescriptive (influence, maximum
performance) and why it refers to theperformance) and why it refers to the
organization rather than the job.organization rather than the job.
 Take CM and infuse content thru CritTake CM and infuse content thru Crit
IncidentsIncidents
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4. Giumetti and CurnowGiumetti and Curnow
 CM & JA: Integrative PerspectiveCM & JA: Integrative Perspective
 a combination of knowledge, skills, abilities and othera combination of knowledge, skills, abilities and other
individual characteristics (often called KSAOs; includingindividual characteristics (often called KSAOs; including
but not limited to motives, personality traits, self-but not limited to motives, personality traits, self-
concepts, attitudes, beliefs, values, and interests) thatconcepts, attitudes, beliefs, values, and interests) that
can be reliably measured and that can be shown tocan be reliably measured and that can be shown to
differentiate performancedifferentiate performance
 Subset of job elements; PAQ might qualifySubset of job elements; PAQ might qualify
 Validity of combining core competenciesValidity of combining core competencies
with technical competencieswith technical competencies
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5. Keller-Glaze, Horey & FallesenKeller-Glaze, Horey & Fallesen
 Evolution of a competency modelEvolution of a competency model
 Shows how to take values and infuseShows how to take values and infuse
content (fja task statements) – seecontent (fja task statements) – see
example next slideexample next slide
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6. lopment
ople
Directedness
Should ‘compentency’ be reserved for managerial jobs?
FJA task statements?

7. Morath, Curnow, Cronin, & LeonardMorath, Curnow, Cronin, & Leonard
 Top-Down ApproachTop-Down Approach
 Interview SMEs; future-orientedInterview SMEs; future-oriented
performance dimensionsperformance dimensions
 Competencies must be ‘general enough toCompetencies must be ‘general enough to
guide development of leaders who fill aguide development of leaders who fill a
wide variety of joint positions, but specificwide variety of joint positions, but specific
enough for performance requirements’enough for performance requirements’
 GWA from O*NETGWA from O*NET
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8. MorathMorath
 Identified service valuesIdentified service values
ArmyArmy
LoyaltyLoyalty
DutyDuty
RespectRespect
Air ForceAir Force
Faith in systemFaith in system
Excellence in all we doExcellence in all we do
Self respect/Respect for othersSelf respect/Respect for others
 Value of top-downValue of top-down
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9. Martin & LodatoMartin & Lodato
 Task based ja under time pressueTask based ja under time pressue
 Training application for Texas ChildTraining application for Texas Child
Protection ServicesProtection Services
 Analysis Phase of ISD, analyzing 9 jobs,Analysis Phase of ISD, analyzing 9 jobs,
face-to-face interviewing over 400 people,face-to-face interviewing over 400 people,
conducting review boards and documentingconducting review boards and documenting
our findings in 6 weeks.our findings in 6 weeks.
 Emphasis on job contentEmphasis on job content
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10. Take Home MessageTake Home Message
 CM & JA are companionsCM & JA are companions
 Apply competency models byApply competency models by
1. Start at the top to find generic org values1. Start at the top to find generic org values
2. Consider purpose of project2. Consider purpose of project
3. Fill competencies with job/task content3. Fill competencies with job/task content
appropriate for the purposeappropriate for the purpose
 Competency models will not excuse a taskCompetency models will not excuse a task
discovery process for applications such asdiscovery process for applications such as
selection, training, designselection, training, design
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