3. Competency-based Management:
AssessmentandLearning
By the end of this workshop, you will:
Understand the Competency-based learning cycle
Learn how to use competencies to conduct assessments for the
purposes of identifying learning needs or gaps
Use competencies to define learning outcomes and develop
learning plans
Assess the effectiveness of your competency-based learning
plans in achieving your organizational goals
3
7. 7
Learning Plan
Develop learning plan that incorporates learning activities and
is in line with organizational objectives
7
Individual
Prioritize learning needs
Identify learning objectives
Develop plan of action to address
Organization
Prioritize learning based on
organizational needs and
resources
Identify implementation strategy
that is accessible and easy to use
Map existing learning programs /
activities to competencies
Identify gaps in programs
8. 8
Learning Activities
Develop / implement learning activities in-line with requirements
8
Individual
Implement learning plan
Regularly assess progress against
plan
Adjust learning plan / activities,
as required
Organization
Identify programs and curricula
that address learning needs
Adjust / develop new programs,
as required
– Define learning outcomes
– Identify activities to meet outcomes
9. 9
Review & Evaluation
Verify that learning plan and learning activities addressed the gaps
9
Individual
Assess extent to which learning
has occurred within this cycle –
i.e., competency gaps
Determine gaps to continue to
address in next cycle
Organization
Determine whether:
Learning programs have
addressed organizational
competency gaps
Programs resulted in impact
defined through critical success
criteria (e.g., increased sales
results; productivity metrics, etc.)
10. Benefits of Competency-based
Learning
Competencies provide standards for measuring employee
competence (strengths & gaps)
Focus learning on critical organizational competencies
Provide framework for learning curriculum / programs and
other learning activities
Standards for determining how well learning has occurred -
individual & organizational
Forecasting - organizational & project learning requirements
10
11. Organizational Triggers to Address
Learning Needs
11
Positive Negative
• Company expansion & high
growth
• Strategic shift in market sector
• New acquisition
• New business models or ways of
delivering business
• Losing competitive edge
• High employee turnover
• Lack of leadership talent
• Lack of skills to meet business needs
12. Case Study 1
Police Services
Traditionally an autocratic organization, public are
intimidated and avoid them
Moved to a “community policing” model
Presenting challenge:
Change public perception of security
organization to that of ‘community partner’
12
13. Critical Need?
• A competency model that places greater focus on client
service and community involvement
• A leadership program that incorporates the strategic needs
Method?
• Develop leadership competencies for five leadership levels
• Discuss the strategic goals and current challenges with
stakeholders to rank the competencies in importance
• Identify proficiency levels for each of the leadership
competencies
• Assess current learning programs against competencies
• Develop a learning program (curriculum) that best
addresses the development of the desired competencies
13
17. Collecting sufficient evidence of work place or
personal performance to demonstrate that the
individual can perform to the specified
competency standard.
17
What is Competency Assessment?
18. Provides objective measurement of skills and performance
Identifies competency strengths and areas for improvement
Provides a communication tool for the supervisor and
employee to discuss performance and improvements
Helps identify reasons for sub-standard performance
e.g., gaps / inadequate training and development, poor selection, etc.
Links to continuous improvement processes
18
Benefits of Competency Assessment
19. Job Profile
What is needed to do the Job
Comparing Job to Employee
Profiles
19
Employee Profile
What the employee brings
Credentials
•Education
•Professional Certifications
Experience
Job Competency Requirements
•Technical & General needed for
success
Credentials
• Education
• Professional Certifications
Competencies
• Technical & General
Other
• Performance
• Language
• Employment Equity
20. Manager Challenges, Goals &
Measurement
Challenges
• How do I assess employees performance?
• How do I assess employee competencies?
Goals
• To determine employee competency strengths and areas for
improvement.
• Match employee capabilities against organizational needs
• Improve performance & productivity
How to demonstrate?
• Show tangible improvements in performance
20
23. Structured Interview
A methodology based on structured questions,
instructions and rating process.
pre-determined questions
pre-determined criteria (competencies)
candidates receive the same questions, similar
conditions
structured rating and decision-making process
trained assessors
= highly valid results
23
25. Job Knowledge
Deals with the technical or professional
knowledge required to effectively perform the
duties of the job.
"What are the steps involved in developing
a project management plan?"
25 19
26. Situational
Describes a job-related situation that focuses on a
relevant competency
"If you were approached by a colleague for help in
meeting a big deadline, what would you do?”
26 20
27. Behavioral
Provides evidence of past behavior to
demonstrate competency
“Describe a situation where you had to deal with
an angry customer over the phone? “
27
29. Components of a Behavioral
Example
29
Situation/Task: describes the circumstances which
resulted in the accomplishment
Action: describes what was done in a particular
situation
Result: describes whether the action taken (or
not taken) was effective or appropriate
30. Introducing O-Equip – Case
Example
O-Equip is dedicated to meeting
the office needs of all of our
customers, big and small. Our
goal is to provide office
equipment solutions that
increase your productivity and
free up your valuable time.
30
31. O-Equip: Market Factors &
Strategies
Challenges
•Competitive environment
•Loss of market share
•Losing business due to
being under-bid
Managers tasked
with leveraging their
people to improve
productivity &
performance.
31
32. Competencies: Link to
Organizational Success
32
32
Increase productivity
of customers, allowing
them to focus on their
core business
Success =
• Regain market share within 6 months
• Take market lead within 12 months
• Achieve high customer satisfaction
ratings
Strategic
Vision & Goals
Organizational
Success
Employee
Actions &
Behaviours
COMPETENCIES
33. O-Equip Case Example
Goals:
Assess Account Representatives against Competency Profile to
determine Strengths and Areas for Improvement
Develop Individual and Group Learning Plans to address needs
of employees with best match to job requirements
33
34. Exercise
Develop a plan to assess Account Managers in O-
Equip
What assessment methods will you use to assess
the competencies?
Who will be the assessors?
How will you prepare the assessors?
How will you communicate?
How will you use the results?
34
37. Criteria for Effective Competency
Assessment
Measures against specific performance standards or
competencies (i.e. behaviors or actions required)
Objective evaluation
Validity (competencies must be job related)
Reliability (behaviors are clear and understood)
Fairness of assessment and use of results
Transparent communication
Report of results
37
38. Reliability refers to the consistency or repeatability of a
measure
- refers to the likelihood an employee will obtain a similar
result on the same or an equivalent assessment tool
- low reliability indicates the results are meaningless
- if use of assessment results is positive, increases accuracy
or reliability (not punitive)
38
Importance of Reliability & Validity
39. Validity refers to whether an assessment tool measures what it
is intended to measure
Does the content of the assessment tool adequately reflect
job requirements?
Do the results reflect the candidate’s true level of
performance or competency?
39
Importance of Reliability & Validity
41. Judgement always exists!
• Assessment is based on inferences drawn from evidence
from a series of assessments
• Inferences require judgement on the basis of the evidence
gathered and prior beliefs or expectations
41
Judgement in Assessment
42. What influences judgement?
Existing relationships with employees
Choice of method used to measure competence
Perceived importance of form of evidence
collected
Training of the assessor
How well the assessor knows the employee’s
work
Use of assessment results and perceived impact
42
Judgement in Assessment
43. Common Rating Errors
Leniency is the tendency to assess more
positively than warranted.
Severity is the opposite of leniency. It is
the tendency to rate more negatively
than is warranted
Types of Error
Leniency
Severity
Central Tendency
Contrast Effect
Halo Errors
Recency
43
44. Common Rating Errors)
Central Tendency is the tendency to assign ratings
that are at the mid-point of the scale. Need to
make sure full rating scale is used.
Contrast effect errors occur when you allow the
rating of employee examples to be influenced
by the quality of other employees. For
instance, if others are rated as Exceeds
Requirements, the next employee may seem
weaker in comparison.
Types of Error
Leniency
Severity
Central Tendency
Contrast Effect
Halo Errors
Recency
44
45. Common Rating Errors (contd.,)
Halo errors occur when the rating assigned to
one competency unduly influences the rating
of other competencies. There is an
unconscious assumption that if one
competency meets the requirements that
others will too. The Solution: focus only on
the behaviour or competency before you.
Recency occurs when raters assign a rating based
on individual’s recent performance only.
Types of Error
Leniency
Severity
Central Tendency
Contrast Effect
Halo Errors
Recency
45
46. Solutions
1. Train assessors
2. Ensure competencies are job-related
3. Use observable behaviors
4. Valid and reliable assessment tools
5. Evidence of ratings
6. Quality rating scale
7. Validate ratings
8. Apply method and results fairly
46
47. Analysis of Assessment Tools
Assessment Tools Strengths Weaknesses
Performance reviews Evidence-based Focuses on what was done, not
how
Subjectivity
Competency assessment Measures competencies
Easy process, can be
automated
Subjectivity
Structured interviews Valid, fair, reliable, transparent Time and expertise to build the
process and questions
Candidate & assessors training
Track record reviews Valid, fair, reliable, transparent Time and expertise to build
Candidate & assessors training
Standardized tests (role
plays, in-tray, tests)
Valid, fair, reliable, transparent Does not always match well to
competencies
Time consuming, costly, expertise
47
52. Profile: Derek Jay, Sales Rep, O-
Equip
Title: Sales Representative, Office Equipment,
Western British Columbia
• Education: BA Commerce
• Experience: 6 years in sales, Sales Rep in previous company, 2 years with O-
Equip in current position
• Track Record: Met all goals in past 2 years, exceeded last two quarters;
considered a “go-getter”; star player of corporate Hockey team
• Position considered for: Regional Manager
52
53. Profile: Lea Kater, Sales Rep, O-Equip
Title: Sales Representative, Office Equipment,
City of Vancouver
• Education: BA Psychology
• Experience: 9 years with O-Equip, 2 years Customer Service, 3 years Sales
Administrator, 4 years as Sales Rep
• Track Record: Met all goals in position, exceeded sales targets in previous
year; loyal client base; very organized; active in fundraising
• Position considered for: Regional Manager
53
59. VerifyingAssessments
Options:
• Provide verification through other assessment
tools (e.g., interviews)
• Obtain input from other sources (e.g., former
supervisors, colleagues)
• Discuss assessment results by focusing on
examples
59
60. GivingfeedbackinWorkplace
Job Performance – whether employee
completed specific tasks and achieved goals
Work Related behaviour – way in which
employee performed tasks / achieved
results
60
61. Twoeffectivetypesoffeedback
Redirection
Identifies behaviours and performance to be improved
and helps employee with alternate strategies
Reinforcement
Identifies job related behaviors and performance, and
encourages employee to repeat and develop them
It is focused on acts not on attitude
It is directed toward the future
It is supportive
It is continual
61
62. Useful feedback
Focus on actions rather than employees’ attitude or personal
characteristics
Avoid attacking:
talent and abilities,
educational background
Physical attributes
Ethnic background is not useful feedback
Many people associate feedback with hurtful
criticism
62
64. TipsforFeedback
Explain assessment results
Focus on behaviors, not generalities
Give specific examples
Describe your expectations
Give Reinforcement
Describe positive behaviour
Explain the positive impact
Help the person take the credit
Thank you and encourage similar
acts in future
Give Redirection
Listen to the employees reaction
Help employee acknowledge the
problem
Develop plan for future action
Build commitment to improve
Encourage commitment to plan
Describe support to be provided
64
67. Traditional Approach to Learning &
Development
67
Traditional Gaps
• Organizational-driven training
programs (not customized)
• Manager identifies technical
training
• Employee requests training &
conference attendance
• Not based on competencies
required, no training needs
analysis
• No systematic way to allocate
learning
• Training budget not linked to
business needs
• No measurement of impact of
training effectiveness
68. Why use competencies to develop learning
plans?
Competencies provide standards for measuring employee
competence (strengths & gaps)
Focus learning on critical organizational competencies
Provide framework for learning curriculum / programs
Standards for determining how well learning has occurred -
individual & organizational
Forecasting - organizational & project learning requirements
68
72. Competency-based Learning
Outcomes
Focus on 2-3 few development areas
Define the behaviors that the learners are expected to
demonstrate upon completion of a learning activity
Concrete, measurable and have the following elements:
Behaviors: description(s) of what the participant will be able to do
upon successful completion of the course, program, or activity
Conditions: Situation under which the behavior must be accomplished
(e.g., a time sensitive task such as running a 12 minute mile)
Standards: Assess against established criteria (e.g., assessment-based
certificate programs, certification programs)
72
73. Action Plans
The plan should take into account:
The competencies that the learning plan
needs to focus on (establish priorities)
How the learning will be delivered (e.g.,
classroom, on-line, on site)
Cost of learning (e.g., formal course vs.
informal coaching)
Time required for learning activity (e.g.,
off-site course vs. on-the-job training)
73
74. Learning Approaches
Coaching
On the Job Training
(OJT)
Action Learning
Peer Learning
Team Learning
Online Learning
Apprenticeship
Informal or
Independent Learning
74
76. Considerations for Setting L&D
Objectives
L & D Objectives
• Support goals and career
planning
• Help you grow in relevant
skills and experiences.
Activities can include:
• Self learning (reading,
videos)
• On-the-job activities
(challenging assignments,
mentoring, etc.)
• Learning programs
(workshops, professional
meetings, training)
76
Education
Based
Relationship Based Experienced Based
Training
Workshop
Reading Videos
Role Modelling
Feedback
Coaching
Develop in Role
Full Job
Change
Skill Building &
Practice New
Knowledge
Copy of a
particular skill
or behavior
360 feedback
Mentor
relationships
Projects
Assignments
Task forces
Stretch
assignments
Less Development Impact More
10% 70-85%
84. Exercise 7: Build a Learning Plan
84
Build a learning
plan for Derek
or Lea based on
the assessment
outcomes
Competency:
Action Plan:
Expected Outcome:
Method of Review:
85. The Results
Competencies now an integral
focus of Learning &
Development Processes
Better retention of top performers
Improved business results
87. Purpose of Aggregate Assessment
Reports
Combine the assessment results of
departments or job families to form an
aggregate report
Identify gaps
Identify organizational development needs
Plan organizational activities and courses
Identify curriculum required
87
89. Count of Programs Curriculum Area
Row Labels
Business
Acumen Commercial
Leadership &
Behavioral
Organisational
Development
Technology
Systems Grand Total
MTN 56 32 22 1 55 166
Ericsson 2 72 74
Alcatel 16 16
Ossidian 1 1 11 13
Executrain 13 13
LearningPrograms byVendor
89
90. Organizational Level Learning Plan
90
HRSG
Leadership
Competencies
Learning Outcomes (BIs) Learning Activities Cost Time GAP
Analysis
Strategic
Thinking
1 – processes complex
information on aspects of
an issue
Informal learning
(books on topic)
$100 - No Gap
2 – integrates and
interprets broad and
complex issues
Workshop $1,000 - No Gap
3 – identifies and handles
strategic issues
Course $500 Q2 Gap
Identified
4 – formulates broad
strategies on multi-
dimensional strategic
issues
Networking events $2,000 Q1 Gap
Identified
5 – manages macro-
strategic issues
Leadership
workshop/retreat
$5,000 Q1 Gap
Identified
91. Curriculum Design / Development
Competency-based Learning Outcomes
Define the behaviors that the learners are
expected to demonstrate upon the successful
completion of a learning activity (learning
outcome)
Successfully demonstrate a Performance
Indicator
91
92. Curriculum Design / Development
Competency-based Learning Outcomes
Concrete, measurable and have the following elements:
Behaviors: Description(s) of what the participant will be able to
do upon successful completion of the course, program, or
activity
Conditions: Situation under which the behavior must be
accomplished (e.g., a time sensitive task such as responding to
an emergency)
Standards: Established criteria, against which to assess (e.g.,
assessment-based certificate programs, certification programs)
92
94. Case Study 2
International Telecom
Operating in many countries in Africa and ME
Presenting challenges:
• Standardize performance expectations across
subsidiaries
• Increase level of performance
• Structured learning process
94
95. 95
Critical Need?
• A competency model that identifies the core and
functional competencies with clear behavioral
expectations
• Assessment of individual competency gaps to identify
learning needs
• Learning process
Method?
• Developed competency framework with behaviors
• Assessment of competency through self and supervisor
assessment
• Development of learning plans
• Development of organizational learning strategy
• Pilot in one subsidiary
96. TheResults
Expected competencies clearly
identified for all employees
Competencies used to assess
competencies and develop learning
plans
Organization-wide learning
activities associated with key
competencies
96
99. Evaluating the Effectiveness of
Learning
Kirkpatrick’s Four Levels
Phillips Return on Investment Model
HRSG Competency-based Assessment Model
99
100. Kirkpatrick’s Four Levels
100
• Did the application of training
achieve results.
4 - Results
• Is what was learned being applied
on the job.
3 - Behavior
• What participants learned from the
training.
2 - Learning
• How participants reacted to the
training.
1 - Reactions
101. Phillips ROI Model
• Compares program monetary benefits to the program
costs.
5 - Return on Investment
• Captures changes in business impact measures.
4 - Business Impact
• Measures changes in on-the-job behavior and progress
with application.
3 - Application and
Implementation
• Measures changes in knowledge, skills, and attitudes.
2 - Learning
• Measures participant satisfaction with the program and
captures planned actions.
1 - Reaction & Planned
Action
101
102. Recommended Approach
102
1 – Reaction & Perceived
Impact
Measures participant
satisfaction with the
program and captures
opinions about the future
on-the-job impact of the
learning activity (i.e. impact
is Competency-based).
2 – Competency-based
Performance
Measures individual on-
the-job performance
improvement using self and
multi-rater Competency-
based assessments (i.e.
360).
3 – Results-based Impact
Analysis
Achievement of business
level objectives associated
with the learning initiative;
aggregate impact analysis
of Competency-based
measures.
103. Success Indicators
103
Efficiencies and
effectiveness in
learning and
assessment
Increased
employee job
knowledge &
competence
Budgets
directed at
learning
activities that
match needs -
ROI
Reduced
anxiety when
dealing with
corporate
changes
Opportunity
for growth &
development
- attract
higher quality
employees
Retain
employees
due to
development
opportunities
Financial metrics
associated with
training
Results of training
needs analysis utilized
to ensure that learning
activities are
addressing gaps
Surveys of
managers/employees reveal
readiness for change
Face-to-face interviews
reveal reduced anxiety
High scores on employee
performance assessments
Employee opinion surveys
indicate positive outlook on the
opportunity for growth within
organization
Assessment of employee
performance and
competence in job improved
Improved organizational performance
(e.g., improved safety, savings due to
efficiency, higher revenue per
employee, etc.)
Decreased level of
employee turnover
Increased participation in
development opportunities
(e.g., courses, mentorship,
on-the-job coaching)
Increased employee
satisfaction with
development opportunities