Identifying employee competencies in dynamic work domains: Methodological considerations and a case study
We present a formalisation for employee competencies which is based on a psychological framework separating the overt behavioural level from the underlying competence level. On the competence level, employees draw on action potentials ( knowledge, skills and abilities) which in a given situation produce performance outcomes on the behavioural level. Our conception is based on the competence performance approach by [Korossy 1997] and [ Korossy 1999] which uses mathematical structures to establish prerequisite relations on the competence and the performance level. From this framework, a methodology for assessing competencies in dynamic work domains is developed which utilises documents employees have created to assess the competencies they have been acquiring. By means of a case study, we show how the methodology and the resulting structures can be validated in an organisational setting. From the resulting structures, employee competency profiles can be derived and development planning can be supported. The structures also provide the means for making inferences within the competency assessment process which in turn facilitates continuous updating of competency profiles and maintenance of the structures.
case study skills management competency management knowledge space theory competence-performance approach human resource development repertory grid technique