As the World of Work’s terrain changes in 2016, so too does Caliper’s ability to evolve with you and speak your language. After conducting meta-analyses on 12 years of data, Caliper has developed a library of 49 unique competencies, each referring to a bundle of attributes required to perform a specific job function.

Caliper’s Director of Product Development, William Phoenix, explains competencies as “building blocks” that “reflect job responsibilities but can also reflect a company’s mission, vision, and values. Competencies and competency models are a standard way for a business to speak a unified language and have a way to help the entire organization ‘walk the walk’ because they allow for performance management.”

Late last year, Caliper began to offer competency-based views in Caliper Analytics, its online Client Portal that earned the 2015 Brandon Hall Group Gold Award for the Best Advance in Candidate Assessments Technology.

In the following Q & A, Phoenix talks about how competency-based job models can inform a user’s experience in Caliper Analytics, especially from the perspective of employee development.

How does a company arrive at the optimal competency job model?

  • “By doing a formal job analysis. Depending on the specific engagement, the outcome from the job analysis may also be a unique configuration of competencies from among the 49 in our library. Or it may be completely unique to the client – especially if accompanied by a local Validation Study with data analysis – and come with fully customized competencies.
  • It all depends on the level of need, plus one’s appetite and what makes an effective solution, obviously.
  • The alternative is to leverage our research by comparing what the client knows about the job to our 25 unique validated job models; if alignment is good, all the better. They can use the power of all that data behind our models to help them make those effective decisions.”

What questions does the marriage of Caliper Analytics and competency modeling help leaders ponder and answer?

  • “How well do I, as a manager, know what makes my people tick?
  • Am I placing employees in situations where they can flourish?
  • Is the team faced with situations that will cause stress by putting them in performance requirements that play against their natural tendencies?The idea here in all these examples is to use a deeper understanding of people, in comparison with performance strengths or gaps, to plot a course to maximize results.”

As the interplay between competency models and Caliper Analytics evolves, what interests you most?

  • “Using the power of research to provide people with statistically proven models to stack the deck in their favor when making a hiring decision.
  • The most interesting and compelling, to me, involves managing your current talent. You’re looking at people’s inherent potential and understanding how to make the most of it. You’re seeing how teams can work better together. Self-awareness is the foundation for meaningful growth. This tool can help provide that.”