McClelland and Occupational Competency

The Occupational Competency movement was initiated by David McClelland in the 1960s
with a view to moving away from traditional attempts to describe competency in terms of
knowledge, skills and attitudes and to focus instead on the specific self-image, values, traits,
and motive dispositions (i.e. relatively enduring characteristics of people) that are found to
consistently distinguish outstanding from typical performance in a given job or role. It should
be noted that different competencies predict outstanding performance in different roles, and
that there is a limited number of competencies that predict outstanding performance in any
given job or role. Thus, a trait that is a "competency" for one job might not predict
outstanding performance in a different role.
Nevertheless, as can be seen from Raven and Stephenson,
[3]
there have been
important
[peacock term]
developments in research relating to the nature, development, and
assessment of high-level competencies in homes, schools, and workplaces.
~~Benefits of Competencies~~
Competency models can help organizations align their initiatives to their overall business
strategy. By aligning competencies to business strategies, organizations can better recruit and
select employees for their organizations. Competencies have been become a precise way for
employers to distinguish superior from average or below average performance. The reason
for this is because competencies extend beyond measuring baseline characteristics and or
skills used to define and assess job performance. In addition to recruitment and selection, a
well sound Competency Model will help with performance management, succession planning
and career development.
Selection: The use of behavioral interviewing and testing where appropriate, to screen job
candidates based on whether they possess the key necessary job competency profile:
Provides a complete picture of the job requirements
Increases the likelihood of selecting and interviewing only individuals who are likely
to succeed on the job
Minimizes the investment (both time and money) in people who may not meet the
companys expectations
Enables a more systematic and valid interview and selection process
Helps distinguish between competencies that are trainable after hiring and those are
more difficult to develop
Training & Development: Development of individual learning plans for individual or
groups of employees based on the measurable gaps between job competencies or
competency proficiency levels required for their jobs and the competency portfolio processed
by the incumbent.
Focuses training and development plans to address missing competencies or raise
level of proficiency
Enables people to focus on the skills, knowledge and characteristics that have the
most impact on job effectiveness
Ensures that training and development opportunities are aligned with organizational
needs
Makes the most effective use of training and development time and dollars
Provides a competency framework for ongoing coaching and feedback, both
development and remedial
Performance Management: Provides regular measurement of targeted behaviors and
performance outcomes linked to job competency profile critical factors.
Provides a shared understanding of what will be monitored, measured, and rewarded
Focuses and facilitates the performance appraisal discussion appropriately on
performance and development
Provides focus for gaining information about a persons behavior on the job
Facilitates effectiveness goal-setting around required development efforts and
performance outcomes
Career Paths: Development of stepping stones necessary for promotion and long term
career-growth
Clarifies the skills, knowledge, and characteristics required for the job or role in
question and for the follow-on jobs
Identifies necessary levels of proficiency for follow-on jobs
Allows for the identification of clear, valid, legally defensible and achievable
benchmarks for employees to progress upward
Takes the guesswork out of career progression discussions
Succession Planning: Careful, methodical preparation focused on retaining and growing the
competency portfolios critical for the organization to survive and prosper
Provides a method to assess candidates readiness for the role
Focuses training and development plans to address missing competencies or gaps in
competency proficiency levels
Allows an organization to measures its bench strengththe number of high-
potential performers and what they need to acquire to step up to the next level
Provides a competency framework for the transfer of critical knowledge, skills, and
experience prior to succession and for preparing candidates for this transfer via
training, coaching and mentoring
Informs curriculum development for leadership development programs, a necessary
component for management succession planning






Organizational competencies: The mission, vision, values, culture and core competencies of
the organization that sets the tone and/or context in which the work of the organization is
carried out (e.g. customer-driven, risk taking and cutting edge).
Core competencies: Capabilities and/or technical expertise unique to an organization, i.e. core
competencies differentiate an organization from its competition (e.g. the technologies,
methodologies, strategies or processes of the organization that create competitive advantage
in the marketplace). An organizational core competency is an organizations strategic
strength. Technical competencies: Depending on the position, both technical and performance
capabilities should be weighed carefully as employment decisions are made. For example,
organizations that tend to hire or promote solely on the basis of technical skills, i.e. to the
exclusion of other competencies, may experience an increase in performance-related issues
(e.g. systems software designs versus relationship management skills)
Behavioral competencies: Individual performance competencies are more specific than
organizational competencies and capabilities. As such, it is important that they be defined in a
measurable behavioral context in order to validate applicability and the degree of expertise
(e.g. development of talent)
Management competencies: Management competencies identify the specific attributes and
capabilities that illustrate an individuals management potential. Unlike leadership
characteristics, management characteristics can be learned and developed with the proper
training and resources. Competencies in this category should demonstrate pertinent behaviors
for effective management to be effective.












Initiative and Creativity
Plans work and carries out tasks without detailed instructions; makes constructive
suggestions; prepares for problems or opportunities in advance; undertakes additional
responsibilities; responds to situations as they arise with minimal supervision; creates novel
solutions to problems; evaluates new technology as potential solutions to existing problems.
Judgement
Makes sound decisions; bases decisions on fact rather than emotion; analyzes problems
skillfully; uses logic to reach solutions.
Cooperation/Teamwork
Works harmoniously with others to get a job done; responds positively to instructions and
procedures; able to work well with staff, co-workers, peers and managers; shares critical
information with everyone involved in a project; works effectively on projects that cross
functional lines; helps to set a tone of cooperation within the work group and across groups;
coordinates own work with others; seeks opinions; values working relationships; when
appropriate facilitates discussion before decision-making process is complete.

Quality of Work
Maintains high standards despite pressing deadlines; does work right the first time; corrects
own errors; regularly produces accurate, thorough, professional work.
Reliability
Personally responsible; completes work in a timely, consistent manner; works hours
necessary to complete assigned work; is regularly present and punctual; arrives prepared for
work; is committed to doing the best job possible; keeps commitments.
Commitment to Safety
Understands, encourages and carries out the principles of integrated safety management;
complies with or oversees the compliance with Laboratory safety policies and procedures;
completes all required ES&H training; takes personal responsibility for safety.
Support of Diversity
Treats all people with respect; values diverse perspectives; participates in diversity training
opportunities; provides a supportive work environment for the multicultural workforce;
applies the Labs philosophy of equal employment opportunity; shows sensitivity to
individual differences; treats others fairly without regard to race, sex, color, religion, or
sexual orientation; recognizes differences as opportunities to learn and gain by working
together; values and encourages unique skills and talents; seeks and considers diverse
perspectives and ideas.
Job Knowledge/Technical Knowledge
Demonstrates knowledge of techniques, skills, equipment, procedures and materials. Applies
knowledge to identify issues and internal problems; works to develop additional technical
knowledge and skills.
Quantity of Work
Produces an appropriate quantity of work; does not get bogged down in unnecessary detail;
able to manage multiple projects; able to determine project urgency in a meaningful and
practical way; organizes and schedules people and tasks.
Communication
Writes and speaks effectively, using conventions proper to the situation; states own opinions
clearly and concisely; demonstrates openness and honesty; listens well during meetings and
feedback sessions; explains reasoning behind own opinions; asks others for their opinions and
feedback; asks questions to ensure understanding; exercises a professional approach with
others using all appropriate tools of communication; uses consideration and tact when
offering opinions.

Customer Service
Listens and responds effectively to customer questions; resolves customer problems to the
customers satisfaction; respects all internal and external customers; uses a team approach
when dealing with customers; follows up to evaluate customer satisfaction; measures
customer satisfaction effectively; commits to exceeding customer expectations.
Problem Solving
Anticipates problems; sees how a problem and its solution will affect other units; gathers
information before making decisions; weighs alternatives against objectives and arrives at
reasonable decisions; adapts well to changing priorities, deadlines and directions; works to
eliminate all processes which do not add value; is willing to take action, even under pressure,
criticism or tight deadlines; takes informed risks; recognizes and accurately evaluates the
signs of a problem; analyzes current procedures for possible improvements; notifies
supervisor of problems in a timely manner.
Attention to Detail
Is alert in a high-risk environment; follows detailed procedures and ensures accuracy in
documentation and data; carefully monitors gauges, instruments or processes; concentrates on
routine work details; organizes and maintains a system of records.
Flexibility
Remains open-minded and changes opinions on the basis of new information; performs a
wide variety of tasks and changes focus quickly as demands change; manages transitions
from task to task effectively; adapts to varying customer needs.
Organization
Able to manage multiple projects; able to determine project urgency in a practical way; uses
goals to guide actions; creates detailed action plans; organizes and schedules people and tasks
effectively.
Staff development
Works to improve the performance of oneself and others by pursuing opportunities for
continuous learning/feedback; constructively helps and coaches others in their professional
development; exhibits a can-do approach and inspires associates to excel; develops a team
spirit.
Quality Control
Establishes high standards and measures; is able to maintain high standards despite pressing
deadlines; does work right the first time and inspects work for flaws; tests new methods
thoroughly; considers excellence a fundamental priority.

Responsiveness to requests for service
Responds to requests for service in a timely and thorough manner; does what is necessary to
ensure customer satisfaction; prioritizes customer needs; follows up to evaluate customer
satisfaction.
Innovation
Able to challenge conventional practices; adapts established methods for new uses; pursues
on-going system improvement; creates novel solutions to problems; evaluates new
technology as potential solutions to existing problems.