Contextualised Competency Mapping (CCM)

Cognitive Competency Requirements of the Position

 

POSITION ANALYSED Regional Manager Sales

COMPANY Sample ABC

CCM ASSESSMENT DATE 30 March 2015

ASSESSORS Assessor Cognadev

IntroductionIntroductionIntroductionIntroduction

The CCMThe CCMThe CCMThe CCM

The Contextualised Competency Mapping (CCM) technique is an online questionnaire-based job-analysis system thatallows job experts (the assessors) to clarify work-related competency requirements. The cognitive, intrapersonal,interpersonal and functional competency requirements of a job, role or position are measured.

The CCM not only assesses job competency requirements, but the performance and characteristics of a person or teamcan also be compared to the role or job requirements. The performance and characteristics of the person or team arecaptured using the Cognitive Process Profile (cognition), Value Orientations (values), Motivational Profile (motivation)and 360 performance appraisal results (performance). The CCM reports then determine a candidate’s or team’s suitabilityfor the functioning required by a specific role.

A number of CCM reports are available for each position analysed, including:

Cognitive Competency Requirements of the PositionCognitive Person-Role Match ReportCognitive Team Development ReportHolistic Competency Requirements of the PositionHolistic Person-Role Competency Match Report360 Person-Role Match ReportOrganisational Mapping Report

About this reportAbout this reportAbout this reportAbout this report

The Cognitive Competency Requirements of the Position reflects the views of job experts who assessed the nature of aparticular position in terms of an integration of the Requisite Organisations (RO), or Stratified Systems Theory (SST) models ofElliott Jaques with Maretha Prinsloo’s information processing model on which the CPP is based. This report reflects the SST / ROenvironment represented by the particular position as well as the cognitive competencies that will be required for optimal jobfunctioning.

The various CCM reports can, as part of a holistic assessment battery, be used for the purposes of:

the clarification of work-related competency requirementsthe anchoring and contextualisation of competency assessment resultstalent auditingjob and organisational structuringselection and placementidentification of potentialdiversity managementcapacity buildingsuccession planningcareer pathingpersonal and group development and coachingintellectual capital management

Disclaimer:This report was generated electronically by the Cognadev CCM Expert System. The use of the results is limited toaccredited practitioners who have received specialist training by Cognadev in the use and application of the CCM. Dueconsideration should be given to the subjective nature of the interpretation and application of the results. Cognadevaccepts no liability, of any kind, for the consequences of the use of this report.

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Description of assessorsDescription of assessorsDescription of assessorsDescription of assessors

AssessorsAssessorsAssessorsAssessors

The following assessors evaluated the SST / RO work environment and the cognitive competency requirements of the position.

Name of Assessor 1 Cognadev, A

Job title Assessor

Company Sample ABC

Relation to position Other

Degree of consensus amongst assessorsDegree of consensus amongst assessorsDegree of consensus amongst assessorsDegree of consensus amongst assessors

Based on the interactive responses, there was 48% consensus that the Regional Manager Sales role involves TacticalStrategy / Alternative Paths work. This was calculated in terms of Elliott Jaques’s SST / RO models.

Therefore, there was little consensus in the analysis.

Key job functionsKey job functionsKey job functionsKey job functions

Before completing the CCM questionnaires, the assessors clarify and describe the key job functions of the position, the timeframes involved, the capacity of job functioning and whether the function involves full accountability for decision-making.Having done this, the assessors then rank the order of the job functions in terms of their complexity and time frames. Theresults appear below.

Assessor 1: Cognadev, A

Job Function Time Frame Capacity Accountability

RankOrder

Develop and implement marketing plans 1 to 3 years Decisionmaking

Yes 1

Establishing sales objectives 1 day to 3 months Implementing Yes 2

Implements national sales programmes 3 to 5 years Implementing Yes 3

Maintains sales volume by keeping up with markettrends

1 to 3 years Managing Yes 4

Notes: Definitions used in the Capacity column

Decision-making: taking the responsibility to logically weigh various options, forecast possible outcomes and selectthe best option given situational requirements

Advisory: capitalising on own knowledge and experience to guide decision-making by predicting the consequencesof certain decisions, without making the decisions or taking full responsibility for those decisions

Implementation: putting a decision or strategy into effect, acting on and executing a plan in a practical and hands-onmanner

Management: taking the responsibility to plan, direct, coordinate and control activities and role players to achievecertain outputs and objectives

Support: involvement in a team role capacity with the production of goods and services or in once-off or regularsupplementary functions such as administrative support, technical services, general assistance and support, helpservices, testing, logistics, distribution, maintenance, publishing, installation, training, advice, advertisement,financial, research and development and other functions, to enable core business functions

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Item analysisItem analysisItem analysisItem analysis

The following table indicates the cumulative weights or percentage of scores allocated by the assessors to the items reflectingthe various SST / RO environments, namely the Pure operational, Diagnostic accumulation, Tactical strategy (also calledAlternative paths), Parallel processing and Pure strategic environments. The highest score allocations per item are highlighted inblue.

Section ItemsDistribution of scores

Operational Diagnostic Tactical Parallel Strategic

AGeneric

description ofwork

1. Time frame - - 50 50 -

2. Responsibilities - 33 33 33 -

3. Task goal - - 50 33 17

4. Work environment - - 100 - -

5. Key job function - - 50 50 -

6. Outcomes - 33 33 33 -

BSpecific

work-relatedfunctions

1. Involvement (tasks) - 33 33 33 -

2. Problem-solving - - 33 67 -

3. Responsibility - - 67 33 -

4. Knowledge / experience - 67 33 - -

5. Judgement - 33 67 - -

6. Goals / outcomes - - 100 - -

7. Task requirements - - 100 - -

8. Types of thinking - 33 67 - -

9. Activities - - 100 - -

10. Relationships - - 33 67 -

11. Language - 33 33 33 -

12. Work difficulties - - 67 33 -

13. Responsibilities - - 67 33 -

14. Activities - 33 - 67 -

15. Activities(involvement)

- - 33 67 -

16. Types of strategy - - 67 33 -

17. Responsibilities - - 33 67 -

18. Work role - - - 100 -

19. Person characteristics - 33 33 33 -

20. Problem-solving - - 33 67 -

21. Activities (boundaries) - - 100 - -

CProcessing

requirements

1. Exploring - - - 100 -

2. Analysis - - - 100 -

3. Structuring / integration - - 100 - -

4. Verbalising - - - 100 -

5. Logical reasoning - - - 100 -

6. Flexibility / creativity - - 100 - -

7. Memory - - 100 - -

8. Self-awareness - 100 - - -

9. Learning - 100 - - -

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RO / SST level of work of the Regional Manager Sales positionRO / SST level of work of the Regional Manager Sales positionRO / SST level of work of the Regional Manager Sales positionRO / SST level of work of the Regional Manager Sales position

Based on the weights allocated by the assessors to the various SST / RO levels of work, the Regional Manager Salesrole largely involves the following:

Tactical Strategy / Alternative Paths workTactical Strategy / Alternative Paths workTactical Strategy / Alternative Paths workTactical Strategy / Alternative Paths work

Optimising systems efficienciesFormulate functional strategyBenchmarkingGoal achievement of a functional unitCreate alternative strategic pathsEvaluate and implement systemsPlanning and resource allocationFollow theoretical guidelinesProject managementProfessional work

A Tactical Strategy / Alternative Paths work environment can be described as follows:

Type of workWorks with a whole operating system or functional unit

Ways of workingOptimises the goal achievement of the functional unitusing various tacticsUses specialised knowledge of operational work andincorporates theory and experienceFinds best practice solutions to problemsMakes the best use of all available resources (human,material and financial)Evaluates systems and practices and implements newsystemsProfessional practice

Information usedComplex, concrete and abstractMeaningful wholes, systems, plans, budgets andnetworksAmbiguous goals and outcomesRelatively stable contexts

Outputs / achievementsAmbiguous and are judged in terms of operatingefficienciesCannot be predicted linearly but must be extrapolatedfrom the principles of systems functioning

JudgementRelates to planning and implementation tooptimise resources

Language usedFocuses on the symbolic (consumables,equipment and resources)

LearningHypothesising, implementation andcontinuous evaluation of theoretical andpractical knowledge

Time frameRanges from one year to three years for themost complex tasks

ExamplesFirst level of organisational improvementManagement of operating systems(divisional, middle, senior or generalmanager)Professionals and specialists operatingindependently

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Notes: On the SST / RO environments generated in the CCM report

Please note that only five of the original seven SST / RO environments are reported on here seeing that onlycognitive competencies are involved. The emphasis is therefore on cognitive complexity (the processing of units ofinformation as measured by the CPP) as opposed to the ‘time frames’ of work (as proposed as an indication of workcomplexity by the SST / RO models).

Should the position clearly reflect a single SST / RO environments, only one work environment is reported on here.However, depending on what the position requires, the competency definitions of a position may reflect different SST/ RO environments.

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Processing competenciesProcessing competenciesProcessing competenciesProcessing competencies

Given the complexity requirements of the Tactical Strategy / Alternative Paths work environment, the following cognitivecompetencies can be expected to optimise job functioning. The top four processing skills as identified by the assessors arereported on first, followed by the rest in no particular order. It should be pointed out that although cognitive capability may be aprerequisite for optimal job functioning, it is not a guarantee as many other factors may be involved.

Tactical Strategy / Alternative Paths competenciesTactical Strategy / Alternative Paths competenciesTactical Strategy / Alternative Paths competenciesTactical Strategy / Alternative Paths competencies

The top four ranked cognitive competency requirements of the position are:

ProcessingCompetency Description in terms of the Regional Manager Sales role

Explorationactive investigation of functional and operational aspectscuriosity about alternative approaches and methodsunbiased, goal directed searches in a relatively unstructured environmenthypothesise to attach meaning to seemingly unrelated occurrencesdiscriminate between relevant and irrelevant elements given their pragmaticand operational implications

Analysis

differentiate between subcomponents of approaches and methodologieslink alternative optionsidentify relationships between operational procedures and their contribution togoalachievementdetailed and precise analysis of budgets, business plans and operationalproceduresaccuracy in managing systems

Logical reasoningreason about the practical implications of innovative operational proceduresreason about the viability of theoretical approachesdevise 1- 2 / 3 year business plansjustifying resource allocation decisions with logical evidenceoperationalise abstract structure and function decisions in terms of concreteactions

Conceptualisation clear and coherent verbalisation of ideascommunicate operational strategies and tacticsexplain system functioning

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Additional processing skills required by the position:

ProcessingCompetency Description in terms of the Regional Manager Sales role

Structuringcomfortably work with meaningful wholes and structures (such as models,tangible / defined systems, organising schemes)order, structure and generalise informationcategorise, classify, taxonomise, represent and map informationextract core information rather than to focus on peripheral system elementsapply metacognitive strategies to cope with detail complexity (a high need forstructure may contaminate this score)

Integration

motivation and interest to understand systems and ‘gestalts’meaningful interpretation of new information in terms of existing frames ofreference (based on previous knowledge and experience)extract underlying causes, factors, trendsabstract and generalise issuesconstruct holistic structures of tangibles, with default values and alternativessee the bigger picture and contextualise informationdeal with ambiguity by creating new connections within a defined tangiblesystemintegrate theory and practice

Memory well-established knowledge base and memory of specialised technicalinformationcapitalise on previous experience in complex tangible contextstendency to automate core elements of recurring events for pattern identificationand extrapolation

Learning continuous improvement of own technical understanding and skillinterest and exploration of the knowledge base and task requirementsopenness to new possibilities and apply an experimental approachlearn via close involvement with work, observation and reflectionusing feedback to improve own knowledge and skill

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Depending on the role the following processing characteristics may also be important to optimise job functioning:

ProcessingTendencies Description in terms of Tactical Strategy / Alternative Paths

General Response stylepace control yet readiness to actactive rather than passive approachrapid, timely implementation of insightsavoid impulsive conclusions and quick closurequick insight at an intuitive levelapply a well-structured approach

Flexibility formulate alternative approaches and methodologies via lateral thinkingredefine functionalityopenness to alternatives available in the marketunperturbed by technological innovation and complexitycuriosity and explorative approach and general open-mindedness

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Final commentsFinal commentsFinal commentsFinal comments

The CCM is a system to create job profiles and competencies in terms of SST / RO environments. It was developed and isdistributed by Cognadev UK. If you would like to use the CCM or the other assessments we have on offer, please visit ourwebsite: http://www.cognadev.com

Cognadev (Pty) Ltd18B Balmoral Avenue, Hurlingham, Sandton, 2196

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