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Conducting a Competency Analysis

  • Ronald L. JacobsEmail author
Chapter

Abstract

This chapter discusses how to conduct a competency analysis. The focus here is on using competency analysis to identify which individual competencies are critical for success in a certain job role, and then to develop a competency model that describes in detail each of the identified individual competencies. A competency model includes an operational definition of each individual competency, the levels of behavioral indicators, and presents the relationships among the individual competencies. A competency model is the outcome of conducting a competency analysis. Competency analysis can be used to identify organization-wide core competencies or function-specific competencies as well. Most human resource development (HRD) professionals have had limited experience in conducting a competency analysis. Yet, competency analysis is often part of implementing a talent management effort, that typically involves the coordination of a broad range of activities, including recruitment, selection, development, and promotion. In many instances, managers realize that such a broad-based set of activities requires a critical analysis of the organization’s mission statement, resulting in the development of a detailed plan related to the management of the organization’s workforce in general.

Reference

  1. Arp, F. (2014). Emerging giants, aspiring multinationals and foreign executives: Leapfrogging, capability building, and competing with developed country multinationals. Human Resource Management, 53, 851–876.CrossRefGoogle Scholar

Copyright information

© The Author(s) 2019

Authors and Affiliations

  1. 1.University of Illinois at Urbana ChampaignChampaignUSA

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