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<\/p>\nUsing Competency Assessment Technology to Attract, Develop,<\/b> and Retain Talent<\/b><\/p>\n
Background<\/b>
\nWorkitect, Inc. provides research-based human resource assessment and development consulting services to help organizations integrate their key HR and talent management processes to improve their performance and to attract, develop, and retain talent. This includes:
\n\u2022 Using a unique technology called \u201cjob competency assessment,\u201d which focuses on identification of the competencies of superior performers in key jobs in a client\u2019s organization. The best people in positions to make the most difference provide the best templates for assessment and development of incumbents or candidates in similar positions. Emphasis on an organization’s most important job families offers the highest potential return to the firm.<\/p>\n
\u2022 Undertaking projects with a view to helping clients develop an integrated Talent Management System (ITMS). In brief, this means working to ensure that Workitect\u2019s work fits with other parts of a client\u2019s HR system.
\n\u2022 Transferring it’s competency assessment technology to clients\u2019 HR professionals to ensure implementation of programs recommended and increase the firm\u2019s long-term capabilities.<\/p>\n
What Are Competencies?<\/b><\/p>\n
Workitect has worked with numerous client organizations to create competency models for various positions. In effect, these models are the \u201cblueprints\u201d for outstanding performance \u2013 both in thought and action \u2013 in any given job.<\/p>\n
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Workitect uses Job Competence Assessment (JCA) to create \u201cjob blueprints\u201d. This research technique systematically identifies the critical characteristics that cause or predict outstanding job performance. Competencies include personal characteristics, motives, self-concept, knowledge, and behavioral skills. The more complex the job, the more important the competencies.\u00a0<\/b><\/p>\n
Competency Levels<\/b><\/p>\n
Job competencies do not discriminate on the basis of race or sex (Austin, et al., 1986). To fully understand the capability that a person must bring to a job, we distinguish between the various levels and types of competencies. These distinctions have implications for selection, assessment, and development systems and programs. They also affect how each type of competency is measured or assessed.<\/p>\n
Different types of competencies predict the ability to demonstrate job behaviors. For example, a planning competency predicts specific actions such as setting goals, assessing risks, and developing a sequence of actions to reach a goal. An influence competency predicts specific actions such as having an impact on others, convincing them to perform certain activities, and inspiring them to work toward organizational objectives.<\/p>\n
Competencies exist at various levels. As shown in the graph below, skills and knowledge exist at the behavioral or outermost level; social role and self-image exist at an intermediate level; and motives and traits exist at the deepest, or core, level.<\/p>\n
![\"\"](\"https:\/\/demo.wwwebdesignstudios.com\/client05\/wp-content\/uploads\/2026\/04\/multiple-level-art_wht_bkg-1.gif\")
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Examples of Competency Levels<\/b><\/p>\n
Behavioral<\/i><\/b><\/p>\n
\u2022 Skills: An individual\u2019s ability to do something well. Example: Demonstrating a product.
\n\u2022 Knowledge: Usable information that an individual has in a particular area. Example: In-depth information about competitors.<\/p>\n
Self-concept: Attitudes and Values<\/b><\/i>
\n\u2022 Self-Image: An individual\u2019s perception of his or her identity.
\nExample: Seeing oneself as a \u201cprofessional\u201d (individual contributor) or a \u201cmanager.\u201d
\n\u2022 Occupational Preference: The work an individual values and enjoys. Example: working with people versus things.<\/p>\n
Personal Characteristics<\/b><\/i>
\n\u2022 Traits: A typical way of behaving. Example: Being a good listener.
\n\u2022 Motive: Natural and constant thoughts in a particular area that determine outward behavior. Example: Wanting to influence the behavior of others for the good of the organization.<\/p>\n
Workitect\u2019s competency models<\/a> identify competency types and levels for the job being assessed. Competencies which differentiate superior from average performance (differentiating competencies) and are hard to develop are most important for selection. Competencies more easily developed (minimal competencies) are less important for selection.<\/p>\n Minimal and differentiating competencies for a given job provide a template for personnel selection, succession planning, performance appraisal, and development.<\/p>\n Using the Competency Process to Drive Change<\/b><\/p>\n The process of identifying job requirements and required competencies means that the organization must first be clear about its short and long range direction. Once the direction is clear, it is important to determine the competencies that will be key to carrying out the organization\u2019s strategy and reaching its long-range goals. These competencies may differ from what had been important in the past. In fact, the process of developing competency models may indirectly force the organization to think through its strategy.<\/p>\n In order to carry out the strategy, it then becomes critical to build human resource support systems that enable the organization to:<\/p>\n \u2022 assess the competencies of current employees, Creating an Integrated Talent Management System<\/a> This integration of HR information systems and programs contrasts with the typical system in which functions do not share a common language or complement one another: e.g., in which selection decisions are made on one set of criteria, performance is appraised on a second set of criteria, the training function teaches a third set of skills, etc. An integrated use of the competency assessment process is shown below.<\/p>\n Components of a System – Job Elements: Development of an Integrated Human Resource System usually begins with two initial steps: 2. Organization and Job Design: Steps 1 and 2 are usually performed by reviewing an organization’s business plans and interviewing its leadership. In situations where detailed strategic and human resource plans already exist, Workitect will collect the data necessary during an initial project planning meeting.<\/p>\n Benefits of an Integrated System<\/b><\/p>\n \u2022 Enabler of Cultural Change and Organizational Improvement: Rather than being a barrier to change (as is the perception of human resource systems and functions in some organizations), a competency-based integrated human resource system provides a supportive linkage to the organization\u2019s strategic direction. Selecting and developing competent people produces a competent organization. A competent organization is more likely to survive in a highly competitive global economy.<\/p>\n \u2022 Cost Savings \/ Increased Productivity: Separate functions do not develop and maintain duplicate (and often competing) data bases, training and administrative overhead.<\/p>\n \u2022 Empowered Management: The tools and language of HR management are clearly defined and communicated; by understanding more of it, managers use more of it.<\/p>\n \u2022 Employee Participation and Reinforcement: Employees participate in the studies that define selection, compensation, appraisal, and development criteria; each and every employee contact with the HR system consistently communicates and reinforces these criteria.<\/p>\n NEXT BLOG POST \u2013 HOW TO DEVELOP COMPETENCY MODELS (using Workitect’s 6-step process as taught in Workitect’s Building Competency Models workshop<\/a>)
\n\u201cCore\u201d motive and trait competencies are hard to develop; it is
\nmost cost-effective to select for these characteristics. Knowledge and skill competencies are relatively easy to develop; training is most cost-effective for these abilities. self-concept, attitude, and value competencies can be changed, albeit with more time and difficulty; these attributes are most cost effectively addressed by training with developmental job assignments.<\/p>\n
\n\u2022 fill positions with people possessing the required competencies,
\n\u2022 reward employees who meet job goals and develop competencies, and
\n\u2022 provide training and development experiences that build the key competencies.<\/p>\n
\n<\/b>
\nAn Integrated Human Resource System is a comprehensive set
\nof human resource functions and programs which:
\n\u2022 Share a common architecture or \u201clanguage\u201d; and
\n\u2022 Are organized to complement and reinforce one another.<\/p>\n![\"\"](\"https:\/\/demo.wwwebdesignstudios.com\/client05\/wp-content\/uploads\/2026\/04\/JobCompetencies_900x500-3.png\")
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\n<\/b>
\nThe \u201cnucleus\u201d of an IHRMS is a set of core data about:
\n\u2022 Purpose
\n\u2022 Content: tasks, responsibilities, and functions
\n\u2022 Performance: standards and measures
\n\u2022 Measurement: points for compensation
\n\u2022 Competency requirements: the skills and characteristics that predict effective and superior performance in the job
\n\u2022 Employee competencies: the skills and characteristics individuals bring to their jobs.
\nJob elements are determined by a firm\u2019s strategy and structure (design). Job element variables in turn drive the firm\u2019s human resource planning and human resource management functions: recruitment, selection and placement, performance appraisal, development, succession planning, and support activities.<\/span><\/p>\n
\n1. Organization Strategy:
\nDefinition of success criteria for the firm, at present and over the next 5-10 years, and plans for how the firm will attain its goals. For example, a firm may project significant amount of future growth \u2014 and this growth is dependent on the firm\u2019s ability to attract, develop and retain good people in key positions.<\/p>\n
\nDefinition of how the firm will organize itself to carry out its plans, with emphasis on identifying critical jobs: the value-added \u201cmake or break\u201d positions and people which will make the biggest difference in whether the organization succeeds or fails. Human resource management is most cost-effective when it focuses on these jobs.<\/p>\n
\nAlso available in \u201cIntegrating HR and Talent Management Processes\u201d<\/a> in the Resources and Support section of Workitect.com<\/a>.<\/p>\n![\"Workitect](\"https:\/\/demo.wwwebdesignstudios.com\/client05\/wp-content\/uploads\/2026\/04\/Workitect_33018-copy.png\")
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