Formalizing Employee Competencies through Document Analysis ( part 2 )

1. Formalizing Employee Competencies through Document Analysis (part 2) Planning of Study 1 and 2 Tobias Ley 02December 2002

2. Intro Theory Method Preview Overview • Introduction: Competency Management in dynamic settings • Theoretical Basis • Method for Study 1 • Data Collection • Data Analysis • Preview on Study 2

3. Aim of the research • Supporting Competency Mangagement within dynamic settings Intro

4. 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

5. What are "dynamic settings"? Intro

6. Application in a stable setting Ley & Albert(to appear) Intro

7. 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

8. 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

9. 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

10. Theoretical Basis • Competency-based Human Resource Management • Competence-Performance Theory • Personal Construct Psychology Theory Green (1999) Korossy (1997) Kelly (1955)

11. "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)

12. "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

13. 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)

14. 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)

15. 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

16. 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

17. A Grid Method

18. A B C D E F G A B E G A C D F A B C D E A B E A C D A B C A Competence-Performance (C-P-)Structure Method

19. 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

20. 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