You don’t have to be in the professional world long before you will likely encounter some form of a competency model in your organization. While the development of an effective competency model is no small task, the end result is simple, easy to understand, and very effective at establishing a framework for success. When developed correctly and with the support of the organization, a competency model can be an effective foundation for strategic staffing, training and development, and performance management. However, that is where the simplicity ends.

At Hogan, we can effectively measure an individual’s performance level against an organization’s pre-determined competency model. Hogan has developed a systematic, scientific approach, leveraging 30+ years of criterion evidence, to map just about any competency to the personality constructs measured in Hogan’s assessment inventories. As a result, our clients have responded positively, and competency mapping has become a routine service provided by our research team. These robust competency mappings can be used to help organizations strategically select new hires and develop incumbents.

It is important to understand that the intersection of competencies, personality traits, and the behaviors described can be very complex. I always suggest that the organization clearly define the role of the competency model and the desired assessments in the context of the selection, succession, and/or development process. The most effective implementations I’ve seen include elements of both tools, not simply one or the other.

Through Hogan’s research process, we can develop a scoring algorithm which will accurately predict someone’s innate ability based on their responses to our core personality inventories. If you don’t have clear understanding of what underlying personality traits and values are influencing an individual’s ability, development efforts will stall. Without these key links of behavioral development, simply knowing how someone compares to your competency model only tells half the story.

You don’t have to be in the professional world long before you will likely encounter some form of a competency model in your organization. While the development of an effective competency model is no small task, the end result is simple, easy to understand, and very effective at establishing a framework for success. When developed correctly and with the support of the organization, a competency model can be an effective foundation for strategic staffing, training and development, and performance management. However, that is where the simplicity ends.

At Hogan, we can effectively measure an individual’s performance level against an organization’s pre-determined competency model. Hogan has developed a systematic, scientific approach, leveraging 30+ years of criterion evidence, to map just about any competency to the personality constructs measured in Hogan’s assessment inventories. As a result, our clients have responded positively, and competency mapping has become a routine service provided by our research team. These robust competency mappings can be used to help organizations strategically select new hires and develop incumbents.

It is important to understand that the intersection of competencies, personality traits, and the behaviors described can be very complex. I always suggest that the organization clearly define the role of the competency model and the desired assessments in the context of the selection, succession, and/or development process. The most effective implementations I’ve seen include elements of both tools, not simply one or the other.

Through Hogan’s research process, we can develop a scoring algorithm which will accurately predict someone’s innate ability based on their responses to our core personality inventories. If you don’t have clear understanding of what underlying personality traits and values are influencing an individual’s ability, development efforts will stall. Without these key links of behavioral development, simply knowing how someone compares to your competency model only tells half the story.