Formalizing Employee Competencies through Document Analysis part 2

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Formalizing Employee Competencies through
Document Analysis (part 2)
Planning of Study 1 and 2

• Tobias Ley
• 02 December 2002

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Overview

• Introduction Competency Management in dynamic
  settings
• Theoretical Basis
• Method for Study 1
• Data Collection
• Data Analysis
• Preview on Study 2

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Aim of the research

• Supporting Competency Mangagement within dynamic
  settings

Intro
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What is "Competency Management"?

• Assessing, Visualizing, Using and Developing
• Human Competencies at work
• Knowledge, Skills, Abilities
• For support in organisational processes
• Human Resource (e.g. Selection, Development)
• Knowledge Management (e.g. Expert Search)
• Strategic Management (e.g. Core Competency
  Management)

Intro
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What are "dynamic settings"?
Intro
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Application in a stable setting
Ley Albert(to appear)
Intro
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Application in a dynamic setting

• Challenges
• Reflect dynamic task assignments
• Provide means for continuous updating of the
  structures
• Answers
• Involve employees in the assessment process
• Use Documents and work results created by
  employees as Performance
• Use competencies needed for creating documents
  as Competence
• Provide algorithms for updating structures
  connected with document management

Intro
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The Pros and Cons of using documents

• Pros
• Documents are easily available no extra effort
  to define performance
• Documents reflect dynamic tasks better than
  formal job analysis
• Documents are main work results in dynamic
  knowledge-based firm
• Employees competencies can be analysed on the
  job
• Cons
• Documents are focused on the past
• There are potentially too many documents
• Do documents really reflect most critical
  employee competencies?
• Employees have a "personal" view on the
  competencies they used

Intro
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Aims of Study 1

• Assess competencies in a dynamic setting
• Visualize available competencies for management
  purposes
• Visualize available competencies and documents
  for employees
• Show learning paths
• Compare individual views of competency
  definitions and structures

Intro
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Theoretical Basis

• Competency-based Human Resource Management
• Competence-Performance Theory
• Personal Construct Psychology

Theory
Green (1999)
Korossy (1997)
Kelly (1955)
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"The Psychology of Personal Constructs" (1)

• Fundamental Postulate
• A person's processes are psychologically
  channelized by the ways in which he anticipates
  events
• Construction
• A person anticipates events by construing their
  replications
• Individuality
• Persons differ from each other in theior
  construction of events
• Organization
• Each person characteristically evolves, for his
  convenience of anticipating events, a
  construction system embracing ordinal
  relationships between constructs
• Dichotomy
• A person's construction system is composed of a
  finite number of dichotomous constructs

Theory
Kelly (1955)
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"The Psychology of Personal Constructs" (2)

• "Man as scientist"
• Idiographic approach
• Alternative Constructivism
• Constructs Bipolar dimensions that construct the
  world as similarities and differences
• Repertory Grid A method to elicit a person's
  construct system

Theory
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The Repertory Grid Technique

• Elements Objects which are construed
• Within range of convenience
• Representative of the domain
• E.g. Persons, Situations, Products, ...
• Constructs Dimensions which are used for
  construction of the elements
• Elicitation Technique
• Triadic construct elicitation
• The Grid
• Rating of elements on constructs

Theory
Bannister Fransella (1977)
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Business Applications of Repertory Grid

• Market Research
• Quality Control
• Job Analysis and Design
• Decision Making
• Knowledge Elicitation for Expert Systems

Theory
Stewart Stewart (1982)
Jankowicz (2001)
Preiss (2000)
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Study 1 Creation of the structures

• Data Collection
• Selection of employees
• Selection of documents
• Repertory Grid type interviews
• Data Analysis
• Idiographic Analysis
• Nomothetic Analysis

Method
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Data Collection

• 10 employees with similar job profiles

• Selection of 7-9 characteristic documents created
  as work results

• Structured Interviews Repertory Grid Technique
• "In terms of the competencies you used in
  creating these three documents, what does
  differentiate two of them from the third one?"

• Consolidation of Competencies

• Rating of documents on the competency dimensions

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A Grid
Method
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A Competence-Performance (C-P-)Structure
Method
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Data Analysis

• Idiographic Analysis
• One Grid per person
• One C-P-Structure per person
• Comparing individual Grids
• Content Analysis
• Indices Frame differentiation, frame complexity,
  construct centrality,...
• Comparing individual C-P-Structures?
• Nomothetic Analysis
• Combining grids and structures
• Methods for combining grids Factor Analysis and
  orthogonal target rotation (Bell, 1985)
• Methods for combining C-P-Structures?

Method
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Study 2 Updating the structures

• Follow-up interviews with same and new employees
  in 6 months
• Introduce new documents into the structure
• Introduce new competencies into the structure
• Aim Find and test adaptive algorithms

Preview