Professional Documents
Culture Documents
APPROACHES /SCHEMES
for Going Through The Various Processes
of COMPETENCY MODELING
Primary Data Sources
Direct Observation
Survey / Use of Questionnaires
Identifying
Competenci
es
Validatio
n
APPROACHES /SCHEMES
for Going Through The Various Processes
of COMPETENCY MODELING
Secondary Data Sources
Identifying
Competencie
s
Validatio
n
Identification of Competencies
Discovering Competencies
Buy
Borrow
Build
Evaluation
Promotion
Training
Recruitment
Competency
Model
Evaluation
Promotion
Training
Recruitment
Competency
Model
Evaluation
Promotion
Training
Recruitment
Competency
Model
Buy
Borrow
Build
Decision Making
Managing Performance
External Awareness
Service Motivation
Achievement
Orientation
People Development
Ensuring Execution
Leading Change
Building Commitment
Accountability
Partnering
Technical Credibility
Business Leadership
Catalyzing Teams
Flexibility
Interpersonal Skills
Stress Tolerance
Motivating Others
Effective
Communication
Influencing
Resilience
Leading Change
Building Partnership
Creativity
Analytical Thinking
go
Ne
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Str
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So
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Pr
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m
Product Literacy
om
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Cu
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oc
F
er
Relevance
Common Themes
Progressive/Development
Elements
VISION
Decision Making
Effective
Communication
Problem Solving
Managing Performance
People Development
MISSION
Partnering
Planning and Prioritizing
Ensuring Execution
excellence in service
delivery
Achieving the highest levels
of client satisfaction
Strategic Thinking
Building Commitment
by maintaining a balanced
personal and professional
lifestyle.
Decision Making
Effective
Communication
Critical
Accountabilities
Problem Solving
Managing Performance
People Development
Accountabilities
Partnering
Planning and Prioritizing
Ensuring Execution
Strategic Thinking
Building Commitment
Innovation
Customer Focus
Output
Challenges and
Risks
Key Decisions
Employee Groups
STAFF
SUPERVISORY
MANAGERIAL
EXECUTIVE
Core
Competencies
3
1
4
8
3
2
3
8
3
3
2
8
Leadership
Competencies
Technical
Competency
TOTAL
5
8
Competency Starters
Analytical
Thinking
Managing
Performance
Innovation
Strategic
Thinking
Catalyzing
Teams
Planning and
Prioritizing
Business
Acumen
Achievement
Orientation
Building
Partnership
Motivating
Others
Solving
Problems
Business
Leadership
Resilience
Displaying
Integrity
People
Development
Building
Commitment
Leading Change
Managing
Change
Personal
Effectiveness
Personal
Management
Speaking
Effectively
Coordinating
Organization
Savvy
Personal
Mastery
Managing
Conflict
Strategic Agility
Effective
Coordination
Entrepreneurial
Orientation
Bias for
Excellence
Writing
Effectively
Customer Focus
Competency Table
Competency Table
COMPETENCY
Operational Definition
CORE DESCRIPTION
1
CORE DESCRIPTION
2
CORE DESCRIPTION
3
CORE DESCRIPTION
4
Competency Table
COMPETENCY
Operational Definition
CORE DESCRIPTION
1
CORE DESCRIPTION
2
Operational Definition
CORE DESCRIPTION
3
CORE DESCRIPTION
4
Competency Table
COMPETENCY
Operational Definition
CORE DESCRIPTION
1
CORE DESCRIPTION
2
CORE DESCRIPTION
3
CORE DESCRIPTION
4
Competency Table
COMPETENCY
Operational Definition
CORE DESCRIPTION
1
CORE DESCRIPTION
2
Behavioral Indicator
CORE DESCRIPTION
3
CORE DESCRIPTION
4
Why Is It Important?
LEVEL 1
LEVEL 2
LEVEL 3
LEVEL 4
DEFINITION
CORE DESCRIPTION
BEHAVIORAL INDICATOR/
RUBRIC
Why Is It Important?
LEVEL 1
LEVEL 2
LEVEL 3
LEVEL 4
MANAGING RELATIONS
COMPETENCY
Customer Focus
OPERATIONAL
DEFINITION
The ability to effectively deal and/or meet the needs of internal and external customers balanced with the interests of the
team or organization.
1
LEVELS
CORE
DESCRIPTION
Responds effectively to
customer needs by
delivering on explicit
requirements, objectives
and/or standard.
SAMPLE
BEHAVIORS
Anticipates customer
needs and concerns and
recognizes what they
might value and delivers
these in a tactful and
professional manner
Influence changes in
system, practices or
policies to attend to a
customers unusual or
outside-of-scope needs,
cognizant that the
requirement does not
impact the business or
organization processes
adversely.
Offers additional
services to customer as
a result of analysis,
appreciation and
understanding of the
customers business,
needs and business
direction, including the
industry it competes in.
DEFINITION
The ability to demonstrate understanding of business and/or web applications used or developed by SGS.
LEVEL
RUBRIC
BASIC
INTERMEDIATE
ADVANCED
CORE DESCRIPTION
SAMPLE BEHAVIORS
BUSINESS
APPLICATIONS
WEB APPLICATIONS
Level 2
Organizes information
gathered in a logical
manner
Level 3
Independently solves
problem within defined job
parameters,
responsibilities and
expectations
Consults and verifies
solutions
Rationally compares
alternative solutions,
makes decisions and
prioritizes based on the
analysis
Level 4
Formulates unique
solutions to complex
problems
Promotes continuous
improvement of existing
analysis and problemsolving techniques
Champions breakthrough
thinking by promoting an
environment that fosters
courage and creativity
Role-models breakthrough
thinking in addressing
strategic issues
Champions untested or
creative solutions to
persistent problems
Coaches others in the use
of analytical tools and
problem-solving
techniques
Level 5
Shares problem-solving
experiences to facilitate
organizational learning
Competency Definition
Competency Definition
Competency Definition
Feature
Title
Definition
Guide
The title is a short statement of the competency covered
by the unit expressed as an outcome.
Element of
Competency
Performance
Criteria
Range of
Variables
Evidence
Guide
Competency RUBRICS
(or Levels of Proficiency)
Why Rubrics?
Sample Rubrics
Beginning
Developing
Competent
Accomplished
Limited
Proficiency
Some
Proficiency
Proficiency
High Proficiency
Excellent
Beginner
Novice
Proficient
Expert
Not Meeting
Approaching
Meeting
Exceeding
Trained
Novice
Proficient
Advanced
Expert
Sample Rubrics
Beginning
Developing
Competent
Accomplished
Limited
Proficiency
Some
Proficiency
Proficiency
High Proficiency
Excellent
Beginner
Novice
Proficient
Expert
Not Meeting
Approaching
Meeting
Exceeding
Trained
Novice
Proficient
Advanced
Expert
Sample Rubrics
BASIC
INTERMEDIATE
ADVANCED
SUPERIOR
BASIC
INTERMEDIATE
ADVANCED
SUPERIOR
Displaying
Consistently
Displaying
Consistently
Displaying
Consistently
Displaying
Consistently
Displaying
Often
Displaying
Often
Displaying
Often
Displaying Often
Does Not
Display
Does Not
Display
Displaying with
Guidance
Does Not
Display
Behavioral Indicators
Behavioral Indicators
Behavioral Indicators
If we were to describe
the competence of managing conflict,
we can produce a list of possible
positive or best-scenario description and
negative or not-ideal but permissible behavioral indicators
for the competency.
Behavioral Indicators
Behavioral Indicators:
Bloom's
TAXONOMY OF LEARNING DOMAINS:
A Paradigm for the formulation and verbalization
of Behavioral Indicators
Cognitive Domain
Cognitive Domain
Category
Knowledge:
Example
Key Words
Defines, describes, identifies, knows,
labels, lists, matches, names,
outlines, recalls, recognizes,
reproduces, selects, states.
Affective Domain
Affective Domain
Category
Example
Key Words
Evaluating: Makes judgments about the value Selects the most effective solution. Hires the
of ideas or materials.
most qualified candidate. Explains and
justifies a new budget.
Psychomotor Domain
The psychomotor domain is skill based. The
three practical instructional levels include
imitation, practice, and habit.
Psychomotor Domain
Category
Example
Key Words
Adaptation: Skills are well developed and the Responds effectively to unexpected
individual can modify movement patterns to
experiences. Modifies instruction to meet
fit special requirements.
the needs of the learners. Perform a task
with a machine that it was not originally
intended to do (machine is not damaged and
Competency Table
COMPETENCY (Title)
Operational Definition
CORE DESCRIPTION
Sample Behaviors
CORE DESCRIPTION
Sample Behaviors
CORE DESCRIPTION
CORE DESCRIPTION
Sample Behaviors
Sample Behaviors