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Work Inventories


Work Inventories

Research findings indicate that Work Inventories / Record Verification are effective but are not being used as widely as one would like to be used. Work inventories are derived from work samples and select mini case lets that are produced which are a close resemblance to the real life work scenarios. While classroom simulations would be necessary for the assessment of some competencies, the attempt would be simulate the actual work environment as far as possible. Experts from excellent perience in working globally with similar companies internationally derive the understanding of the actual work environment. Experts also believe that workshops are conducted to facilitate better understanding of assessment data and development needs provided to individuals through record verification process. Past records are selectively scrutinized where appropriate to corroborate evidence that may be lacking through the center findings. Any form of records needs multiple types of validation said the experts.

HR managers, consultants and experts believe that Benchmarking Standards / Metrics could be an important comparison tool in the process. During the design stage, the project team is advised to look outwards and conduct a form of benchmarking against one or more comparator organizations in regard to methods that they have deployed for mapping competencies. In addition competencies can also be compared with comparable organizations. For example, Unilever could compare with P& G, Cadburys, Nestle, Kraft, Colgate, GSK etc. This can vary from simply looking through other organization’s frameworks, reading published case study descriptions of frameworks and organization’s experiences to even visiting organizations to discuss their frameworks.

Experts corroborate with the findings that indicate that Repertory Grid, although, complex in its usage is an effective technique that deserves further usageThe Repertory Grid Technique can help a company identify its core competencies as well as superior-performance competencies. This technique is best used by businesses that are either in the introductory stage, where it is important to identify key success factors, or in the maturity stage, where change-management becomes critical. It involves distilling the elements-or constructs-that underlie competencies, and using them to identify the latter. The process starts with a team comparing the company to two other organizations that it thinks can pose a threat to it in the future. This is done at the level of ”elements.” For instance, the team might identify a company with an excellent distribution network as a threat; distribution is the element in this case. These constructs are laddered, or taken to their logical denouement, to understand the core competencies of the business. The same approach is used to arrive at superior-performance competencies; only, this time instead of companies, the team identifies three people: a superior performer, an average performer, and a low performer. Thus, the competencies stand revealed. HR managers have observed that employees report on their perception of colleagues by awarding them marks over a range of behaviors and skills (this has the advantage of being self-generating but it produces a large amount of data which requires skillful analysis).

Experts believe that like the critical-incident technique, repertory grid analysis helps people to articulate their views by reference to specific examples. An additional advantage is that the repertory grid makes it easier for them to identify the behavioral characteristics or competencies required in a job by limiting the area of comparison through the triadic technique.

Organizational Consultants believe that a full statistical analysis of the outcome of a repertory grid exercise is helpful; the most important results obtained are the descriptions of what constitutes good or poor performance in each element of the job. Both the repertory grid and the critical incident techniques require a skilled analyst who can probe and draw out the descriptions of job characteristics and is not popularly used. They are quite detailed and time-consuming, but even if the full process is not followed, much of the methodology is of use in a less elaborate approach to competence analysis.

Posted by ZuzukiSX4  Posted on 14 Mar 
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