Difference Between Competency Modelling And Job Analysis

Dear All,

It seems that there is not much difference in competency modeling and job analysis. Despite all of the hype surrounding the practice of competency modeling in organizations, it appears to be a form of worker-oriented job analysis that focuses on broader characteristics of individuals and on using these characteristics to inform HR practices. As such, it is inappropriate to proclaim that competency modeling is a replacement for job analysis because each approach has a different focus, and the appropriateness of either methodology should depend on the purpose of the analysis.

Let me know your views, please.

Regards,
Manish

Dear All,

It seems that there is not much difference in competency modeling and job analysis. Despite all of the hype surrounding the practice of competency modeling in organizations, it appears to be a form of worker-oriented job analysis that focuses on broader characteristics of individuals and on using these characteristics to inform HR practices. As such, it is inappropriate to proclaim that competency modeling is a replacement for job analysis because each approach has a different focus, and the appropriateness of either methodology should depend on the purpose of the analysis. Let me know your views, please.

Regards,
Manish

Competency analysis helps to identify the key factors for success and failure. This is more linked with evaluation. Job analysis is more to be utilized to structure job descriptions.

Regards,
Atanu

Hi,

I read some opinions on this topic. I agree with some, but I recommend that we can find some articles on citehr.com by searching.

Best regards

The Role of Calibration in Job Analysis and Competency Modeling

Adding calibration to job analysis enhances competency modeling.

Let me simplify my statement: Job analysis was an innovative tool created when office jobs started to become more complex, to define what is needed for a person to fulfill a role. Things were simple at first, but as organizations grew in size, so did the departments within them, along with sub-departments and roles. The turning point came when the capitalist era ended, and with it, the unions. Employees then needed a tool to justify their promotions, while management required a method to evaluate and potentially reject those requests. Simultaneously, Human Resources also evolved and introduced competencies.

Competencies help to define the proficiency of a candidate for a job analysis, comparing them with other jobs/competencies within the organization, particularly within the same team.

I apologize for the delayed response, but I hope someone will benefit from this information.