Competency Modeling

Organizations typically envision competency models as providing a unifying framework among the different human resource functions. As a building block toward an integrated human resource system, competency models provide a broad overview of the capabilities required to perform successfully within an organization. Given that many personnel functions are subject to legal scrutiny and to ensure the utility of these programs, HumRRO follows a rigorous process when developing competency models for clients.

Entrenched with traditional job analytic information (i.e., knowledge, skills, abilities and other characteristics [KSAOs]), the resulting competency models provide a solid foundation upon which various human resource programs can be based. To achieve this end, HumRRO works with job incumbents, supervisors, managers and executives to identify the critical KSAOs. This includes conducting interview and focus groups, as well as administering surveys to capture the requisite KSAOs. Then, in collaboration with the client, HumRRO translates these data into meaningful competencies. The resulting competency model and associated definitions are reviewed by both the client and HumRRO to ensure clarity, relevance and consistency with the job analytic data.

HumRRO has extensive experience in developing customized competency models tailored to the client's individual needs and goals. Recently, for the Bureau of Alcohol, Tobacco, and Firearms (ATF), HumRRO developed a competency model specific to the agency's criminal investigator positions. HumRRO also developed a nontechnical competency model for the Federal Aviation Administration (FAA). This competency model was developed for all of the FAA's employees, nonsupervisory through executive ranks. For the Education and Training Administration of the Department of Labor, HumRRO developed a competency model that focuses on the leadership requirements for all levels of employees. And, for the Girl Scouts of the USA, HumRRO completed a competency modeling study of the council membership job.

The competency models that resulted from these efforts served as the foundation for a variety of human resource programs including selection, training, performance management, and the development. The diversity of clients as well as purposes for the competency models accents the benefits of our tailored and thorough methodologies.

For more information, contact:
Dr. Suzanne Tsacoumis or Research Notes