Employee Training and Development, Essay Example

Compare and contrast job analysis and competency models.

A job analysis is the entire process for identifying the content, expectations, needs and activities a specific job would require. This includes major tasks that will need to be accomplished, duties that the position requires and the overall objectives of the position.  The purpose of the job analysis is to create a requisition encompassing the job description and job specifications. This outline of the key functional areas of the position will facilitate the alignment of the appropriate talent with the appropriate position within the organization. The job analysis can also help facilitate training and improvement processes within the organization which in turn helps develop internal talent.  The key attributes of a job analysis follows the format of knowledge, skill, ability and other characteristics. These four parameters allows the organization to take their strategic intent and develop tactical operators to fulfill the objectives.  The knowledge is the gained information the individual possesses about a specific domain of expertise. This defines the expected knowledge base necessary to operate within a position. The skill is the experience gained through practicing a specific activity.  The ability is defined by the individuals capability to perform and lastly the other characteristics includes the needed type of personality, interests, certifications, talents or other attributes that is related to the position.

The competency model focuses on the other side of the position.  While the job analysis is focused on the position requirements and how the organization determines the demand of the opportunity within the company, the competency model involves the knowledge, skills and other attributes that the individual must possess to be highly successful in the position.  The competency model pushes individuals to achieve specified results based on milestones and objectives.  This allows the organization to achieve their strategic intent while also creating a value of progression for the employee. Competency modeling allows the organization to develop specific traits for employees in which they will need to be successful in their position.  For example, a salesperson is knowledgeable in their area of expertise but to be highly successful they must have competency in negotiation, persuasion, socialization and charisma.  These attributes add to the intrinsic value of the individual and would then add value to the organization due to the performance achieved.  In developing the competency model there are six focal areas including performance, criterion, data collection, data analysis, validation and application.  These focal areas allow for utilization by the organization as well as the individual to build and develop key characteristics.

The job analysis allows the organization to develop what they think they need for the position and this analysis would be a high level guide to the key performance activities and functions the position would encompass.  By utilizing the competency model as well, the organization can help build, promote and direct the individuals within the organization to develop their skillset into capabilities the organization requires to be successful.  The job analysis is the first step in modeling the positions within the organization while the competency modeling takes the internal talent and develops their capabilities.  As the needs of the business changes the competency model can be reworked to drive talent within the organization to the areas they need to be in order to create an environment for success.  Job analysis and competency modeling are both necessary and valuable within the human resource department’s toolkit to help procure the right talent and to manage the internal resources appropriately.