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ICF International’s competency modeling and job analysis solutions are customized to each organization to ensure maximum fit and application to benefit your number one asset—the employees. ICF has worked closely with both federal government and private sector companies to implement both top-down and bottom-up competency modeling efforts, as well as task-based and strategically oriented job analyses, ensuring that each one is well integrated into the existing human resource practices of each organization.
Leadership Competency Model
U.S. Joint Chiefs of Staff
The Joint Chiefs of Staff (JCS) required the development of a comprehensive set of joint force leadership competencies upon which to develop educational policies and identify educational objectives and content. ICF used an integrated approach which began with gathering information from subject matter experts (SME) regarding joint leadership competencies, and the future operational environment of 2015. Then ICF performed a review of relevant literature, and generated a draft Joint Leadership Competency model for review by participating SMEs. ICF synthesized these comments to produce a final Joint Leadership Competency model that was presented to the Joint Chiefs of Staff.
Needs Assessment and Competency-Based Learning Plan
Office of Research Community, U.S. Internal Revenue Service
In the late 1990s, a Training Organization Assessment Plan (TOAP) was conducted, which served as the foundation for training and development initiatives within the Internal Revenue Service (IRS) Research community. However, IRS Research sought to validate the TOAP data and recommendations to assess how changes in the organization had affected current and future training needs. Ultimately, the Research community wanted to ensure that the skill base of Research employees was aligned with current and future job requirements. ICF International assisted IRS Research in this process by first analyzing and evaluating the TOAP methodology, findings, recommendations, and implementation progress. ICF International then used the TOAP meta-evaluation to build a needs assessment plan that addressed the current and future challenges facing the IRS Research community. The centerpiece of ICF International's supplemental needs assessment was an all-employee survey that identified the competency-based learning needs of IRS Research professionals by position and business unit. Survey participants rated each competency associated with their position in terms of the importance of the competency to their work and the urgency of the need for training in that competency. The Competency-Based Learning Plans (CBLP) ultimately developed for this project provided a link between the needs assessment findings and employee development activities. The CBLPs included implementation guides, gap analysis tools, and employee toolkits.
IT Professional Job Analysis
PeopleSoft
ICF International conducted a job analysis for PeopleSoft. This job analysis was designed to help the firm ensure that its consultants have the knowledge, skills, and abilities (KSA) necessary to provide top-quality products and services to its customers. ICF International prepared the job analysis procedure for the review of seven jobs, reviewed existing documentation, conducted telephone interviews, and prepared draft task and KSA statements. ICF International then conducted an on-site job analysis workshop and prepared results that included tasks, duties, KSA statements, importance ratings for the duties, KSA-duty linkage ratings, and number of items needed for each KSA. Critical incident data also were collected to assist with test development. For each of the seven jobs, ICF International provided a complete list of clearly phrased statements describing the required tasks, duties, and KSAs. Duties were rated for criticality and linked to the KSAs, and for each KSA, we listed the number of test items that should be developed to measure it. These results provided the basis for developing seven certification tests that PeopleSoft is using to help improve and maintain the skills of its consultant workforce.
Statewide IT Workforce Evaluation
Virginia's Center for Innovative Technology
ICF International conducted a strategically oriented job analysis and workforce staffing assessment of Virginia's IT jobs for Virginia's Center for Innovative Technology (CIT). The project's primary goal was to identify the human performance requirements of Virginia's IT jobs both now and in the future, while the secondary goal was to determine Virginia's current and future IT workforce staffing needs. Current shortages in Virginia's IT workforce, as well as a lack of information regarding the human performance requirements (e.g., skills, knowledge, ability, training, and certification) of IT occupations gave rise to this project. ICF International developed a methodology for collecting data needed to inform both the IT workforce staffing estimates and the analysis of knowledge, ability, and training requirements for Virginia's IT jobs. This methodology included both the management of regional, subject matter expert (SME) workshops and a Web-based survey. The SME workshops involved meetings with chief information officers (CIO) from selected companies employing IT workers within each region. The data collected from these meetings was used to inform the development of the electronic, Web-based survey. Line managers and CIOs from more than 2,000 IT companies throughout Virginia completed the Web-based survey.
Skills Gap Analysis
Office of Weapons and Space, U.S. National Security Agency
ICF International conducted a job task analysis and a training gap analysis study for the Office of Weapons and Space (OWS) within the National Security Agency (NSA). ICF International began by defining the job categories that comprise the OWS workforce and listing the tasks and associated knowledge, skills, and tools needed to perform the work at basic, intermediate, and advanced levels. ICF International then administered a job analysis survey to identify current levels of performance across the different job elements. A course mapping exercise to identify where job elements were being trained was conducted concurrently with the completion of the job analysis survey. This data were then used to identify where gaps between critical job elements and available courses existed, as well as to identify any existing performance conditions or other factors that may impact future training. The results were presented to representatives within the Associate Directorate of Education and Training as well as the Office of Weapons and Space. This study was part of a larger effort to allow OWS to map out the career progression of different types of signals analysts, describing their recommended time line for training and advancement throughout their careers. This effort, in turn, would be put to use in addressing succession planning and retention issues.
Job and Task Analysis
Texas Department of Family and Protective Services
Given the nature of the work faced by Child Protective Services (CPS) caseworkers within the Texas Health and Human Services Commission (HHSC), it is critical to ensure these caseworkers receive proper and timely training. A job and task analysis is the foundation for conducting such a training needs assessment. ICF International conducted this analysis by identifying the job content and then verifying the most critical aspects of the job in order to provide input into a training needs assessment. Specifically ICF International created and implemented a representative sampling plan; conducted job observations and interviews across the eleven regions within Texas to capture the specific steps taken by the caseworkers to accomplish their job; conducted task criticality evaluation boards to determine the criticality of the tasks, the number of caseworkers completing each task, whether the task is performed upon entry into the position, and how complex the task is to perform; and developed a final report summarizing the analysis approach and the results obtained for each of the selected positions.
Competency Model for Performance Management
Sprint
Sprint aimed to increase the developmental focus of its performance management systems through inclusion of a competency model, a 360-degree feedback instrument, and a way to measure program effectiveness. ICF International used an empirical approach to develop and validate a competency model through focus groups, interviews, and surveys of incumbents. The resulting model was incorporated into a 360-degree feedback instrument that became a key part of the performance management process. The instrument proved useful by employees for input to individual development plans, which led to training and development, selection, and career management programs.
For More Information
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If you're interested in learning how ICF can help to improve your organization through competency modeling or job analysis or to learn more, please contact competencies@icfi.com.
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