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For example, other methods might include: The method you use to organize the competencies should be one that breaks it into small, manageable chunks of information that can easily be identified and used throughout the organization.
Again, what makes sense in one organization, might fail in another organization. Have the team number each competency in its order of importance for each category.
Competencies are based on what an expert does to get his or her job done, NOT what you or someone else might think needs to be done.
You might have to go through this process several times until the Focus Team is satisfied with the end results.
Sometimes it is helpful to use a different methodology for each iteration of the validation process.
The Pyramid of Leadership shows an example of a leadership competency list divided into three categories, Core, Leadership, and Professional; with the behavioral indicators listed for each competency.
The core competencies are required for all individuals within the organization, the leadership competencies are specialty items for managers and supervisors, while the professional competencies are specific for each position.
Insure that the chosen behavioral indicators are really the required knowledge, skills, or attitudes needed for the job.
For example, the late Seattle School Superintendent, John Stanford, was one of the best things that happened to the district; yet he was a former Army General and City Manager without experience or education in educational institutions.
This guide uses a five-stage approach for building a competency model: The first stage in building a Leadership Competency Model is to assemble a Focus Team composed of a cross-functional mix of first-line leaders, middle leaders, and senior leaders.
Larger organizations might want to build different models for the upper and lower echelons of leadership. That is, they should be the best-in-class in their fields.
The determining factor for the correct number will come during the field testing of the performance appraisal — can the performance appraisal easily be managed and completed in the specified time period?
Once the results of the validation process have been collected and compiled, the team uses the information to revise the instrument.
Canned tools often fail as they do not provide ownership to the participants and fail to account for the different cultures, climates, and nuances found in every organization.