Job Analysis Through Competency Models

Job Analysis Through Competency Models

  • Submitted By: jamk32179
  • Date Submitted: 11/20/2008 11:22 AM
  • Category: Business
  • Words: 360
  • Page: 2
  • Views: 1171

Behavioral competency models can improve the hiring process because perspective employees are given a chance to react to a series of questions and real life scenarios. Cascio (2005) suggests that with the implementation of these models, a company will be able to indentify personality characteristics such as a candidate’s motivation to succeed or persistence in a sales based environment. It is also important to take into account cultural differences that could affect the results. As stated by Policastro (2008), “Cultural differences play a big part in the
meanings of words” (¶11). I have taken two of these types of behavioral competency tests and the results of each one has been dead on with my personality and work behavior. Until I saw the actual results I did not think this type of test would be fair, but it definitely proved me wrong.

At the company I work for, behavioral competencies far outweigh technical skills. The company believes that customer service and how you interact with your client is much more important than knowing all of the technical aspects. They are more concerned whether or not you have a drive to succeed, probe for additional client needs and look for ways to grow the business. In fact, they would rather train an employee that has now experience in the jewelry world to sell how they want you to sell rather than hiring someone from the competition.

Recently, my company has introduced a competency model into their hiring process. All applicants must answer the questionnaire, even if you are an internal candidate. If one scores high, they are advanced to the next level, if they score low they are eliminated. After seeing my results on previous competency tests, I feel they are significant in the hiring process. Companies spend so much money on employment costs, it is important to try and weed candidates out that don’t match their core competencies.

Cascio, W.F. (2005). Managing Human Resources: Productivity, Quality of Work Life,...

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