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Cracking the Nut: How to Really Measure Occupational Competencies
Prof. Dr. Matthias Ziegler
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Agenda
• The dilemma of classical competency-oriented assessment procedures
• An intro to the G8T
• Integrating the G8T system into the HR lifecycle
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The dilemma
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The dilemma
• Classical competency-oriented assessment:• Develop company wide competency model
• Operationalize this (make it measurable) through, e.g. personality tests (self-report) and assessment center (other-report)
• Conducting all assessments
• “Reassembling” of results in order to judge competencies
4
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The dilemma
• Classical competency-oriented assessment:• Develop company wide competency model
• Operationalize this (make it measurable) through, e.g. personality tests (self-report) and assessment center (other-report)
• Conducting all assessments
• “Reassembling” of results in order to judge competencies
5
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The dilemma
• Classical competency-oriented assessment• Do you really have the time for this?
• Can you really describe all job families within your company with your competency model?
• If yes, how fast can you adapt it (in this vuca world)?
• This is the dilemma
6
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An intro to the G8T
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Construction
Starting point: Kurz & Bartram’s (2002) Great 8
Construction process:• Theoretical expansion into competence areas
• Focus groups & Literature search
• Empirical examination• Item construction
• Multi-step testing of psychometric properties
• Unidimensionality, reliability, validity
• Fake-resistance
• TÜV certified
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What is a G8T competence
Occupational competencies are the momentary result of an individual learning process influenced by:
Interests
Work environment
Motives
Personality (facets)
Abilities
Skills
Knowledge
Ziegler (2016)
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39 – Newly defined competence areas
Entrepreneurship and Performance Organization and Execution Creation and Conceptualization
Entrepreneurial Competency Planing of Own Goals Strong Decision Maker
Strategic Competency Diversity Management Motivation for Personal Growth
Negotiating Skills Networking Skills Handling of Values
Enthusiasm Management of Organizations Handling of Success and Failure
Quality Management Self-Reflection Optimism
Innovation Management Conflict Management Human Intuition
Support and Cooperation Adapability und Coping Analysis and Interpretation
Team Management Time Efficient Work Adaptability
Customer Orientation Career Planning Processing of Information
Skilled Motivator Stress Management Handling of Ambiguities
Tactical Skills Work-Life-Balance Problem Resolution
Leadership and Decisions Interaction and Presentation Pragmatism
Self-Confident Demeanor Empathy Process Management
Management Style Communications Style Change Management
Claiming Leadership Decision Making Capabilities under Time
Constraints
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Measurement
Assessment needs to be fake-resistant
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Measurement
Forced Choice Format
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Measurement
Forced Choice Formats have a general but serious problem
I like helping my co-workers.
It is important to me to keep my team motivated.
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Measurement
Forced Choice Formats have a general but serious problem
• Solution found• Brown, A., & Maydeu-Olivares, A. (2013). How IRT can
solve problems of ipsative data in forced-choice questionnaires. Psychological Methods, 18(1), 36-52.
• By applying Thurstonian IRT, the ipsative scores are transformed into normative scores comparison between individuals is possible
• Match items by social desirability fake resistance
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Psychometrics
Great 8 Tachometer
Assessment Center Other Test methods
Criterion validity r = .65
Equals a hitrate of 73%(base rate 30% andselection ratio15%)
r = .33
Equals a hitrate of 50% (base rate 30% and selectionratio 15%)
r = .51 (intelligence test andStructured interview)
r = .31 (conscientiousnessquestionnaires)
r = .38 (unstructured interviews)r = .02 (graphology)
Reliability r = .83 r = .38 - r = .81 Reliability estimates fluctuate,depending on the constructs, length oftest and the methods of estimation.
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Integrating the G8T system into the HR lifecycle
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Selection
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Selection
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Selection
G8T RX
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Potential Analysis
Who wants to climb?Who is able to climb?
Where should supervisors direct to?
1.: Talent spotting 2.: Talent development
3.: Change monitoring
4.: Communicatinggoals
Development is a challenge for developees and supervisors
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Potential Analysis
G8T-L
G8T-S
2.1 LEADERSHIP AND DECISIONS
2.1.1 Management Style
Below average or average management style
Risk:
A low score represents a risk factor for managers of largeheterogeneous companies. There is the risk that the employeesfeel that they are not seen and not used according to their skillsand needs. If different management styles are decisve successfactors for different requirements, managers with average andbelow average scores are often unable to cope. They remainture to their style.
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Performance Management
• What is the existing system?
• Suggestion(s)• Use within the annual appraisal
interview• Change sensitivity
• Combine self- and other-rating in one chart (360°)
• Direct comparison
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Performance Management
• What is the existing system?
• Suggestion(s)• Use within the annual appraisal
interview• Change sensitivity
• Combine self- and other-rating in one chart (360°)
• Direct comparison
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Thank you for your attention!
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Matthias Ziegler
The ROC Institute
E-mail: [email protected]
Try the G8T:
https://try.great8tachometer.com