COMPETENCY ANALYSIS

Competency analysis uses behavioural analysis to establish the behavioural dimensions that affect role performance and produce competency frameworks. Functional analysis or a version of it can be used to define technical competencies.

Analysing behavioural competencies 

There are six approaches to behavioural competency analysis. In ascending order of complexity these are:

1. expert opinion; 

2. structured interview; 

3. workshops; 

4. critical-incident technique; 

5. repertory grid analysis; 

6. job competency assessment.

Expert opinion 

The basic, crudest and least satisfactory method is for an ‘expert’ member of the HR department, possibly in discussion with other ‘experts’ from the same department, to draw up a list from their own understanding of ‘what counts’ coupled with an analysis of other published lists, such as those given in Chapter 11. 

This is unsatisfactory because the likelihood of the competencies being appropriate, realistic and measurable in the absence of detailed analysis, is fairly remote. The list tends to be bland and, because line managers and job holders have not been involved, unacceptable.

Structured interview 

This method begins with a list of competencies drawn up by ‘experts’ and proceeds by subjecting a number of role holders to a structured interview. The interviewer starts by identifying the key result areas of the role and goes on to analyse the behavioural characteristics that distinguish performers at different levels of competence. 

The basic question is: ‘What are the positive or negative indicators of behaviour that are conducive or non-conducive to achieving high levels of performance?’ These may be analysed under such headings as:

● personal drive (achievement motivation); 

● impact on results; 

● analytical power; 

● strategic thinking; 

● creative thinking (ability to innovate); 

● decisiveness; 

● commercial judgement; 

● team management and leadership; 

● interpersonal relationships; 

● ability to communicate; 

● ability to adapt and cope with change and pressure; 

● ability to plan and control projects.

In each area instances will be sought which illustrate effective or less effective behaviour. 

One of the problems with this approach is that it relies too much on the ability of the expert to draw out information from interviewees. It is also undesirable to use a deductive approach, which pre-empts the analysis with a prepared list of competency headings. It is far better to do this by means of an inductive approach that starts from specific types of behaviour and then groups them under competence headings. This can be done in a workshop by analysing positive and negative indicators to gain an understanding of the competence dimensions of an occupation or job, as described below.