Job Opportunities
Your Career At Risk
While we are in a tight economic situation, the demographics of our membership reveals many members will be retiring in the next few years. The pent up corps of potential retirees will break "the dam" in the very near future. Accordingly, as your representative I will engage the employer to help develop fair and equal opportunities for our members and develop a strategy for increasing member abilities to take advantage of job opportunities.
The Competency Based Human Resourcing system used by the employer creates a lot of confusion for members and is not adequately resourced. As the "baby boomers" begin their journies into retirement, there will be openings at the higher levels of the organization. Many members are not ready for those positions.
Breaking Barriers
The first barrier is getting to higher levels of competency levels in order to be considered for the higher paying jobs. Accordingly, part of my strategy is to ensure our members have a full understanding about how to succeed in getting thes levels. Information is key and if you want the inside track on getting the higher levels click here for more information, and get your copies of the following:
- Assesor manuals for Auditing and Legislation - (obtained through ATIP)
- Assessor manuals for Targeted Behavoiral Interviews (obtained through ATIP)
- TBI scoring and coding guide - generic
Introduction to Coding
Coding is a scoring technique used to analyze interview data for evidence of competencies. Coding differs from rating in that it increases the reliability of evaluation by substituting strict rules for relative judgment. As in a court of law, circumstantial evidence is not sufficient for conviction, in an interview the candidate’s theory or generalization is not sufficient for presence of a competency. A person either did something or did not do something. In coding the evidence is either present or absent. There is no scope for inference or judgment on part of the interviewer.
Coding is based on coding categories, which are behavioral indicators. The behavioral indicators are from the interviews/observations of sample of job incumbents that are used to build the Competency Model for an organization. The indicators explicitly define those behaviors that are associated with a competency and are demonstrated by superior performers.
The Competency Model is made using only those behaviors that relate to superior performance on the job. If coders accept other evidence as codable data, then the validity of the method would be reduced.
Consider for example a statement, I usually seek the approval of my boss, and the behavioral indicator is ‘expresses a need or desire to persuade others’. The data does not point to what the candidate did on the particular occasion (the event) nor is there evidence that the candidate had a desire to persuade others, in this case the boss.