Graham R. Cochran, 2009

Ohio State University Extension

2009 ESP Conference

Fargo, ND

OSU Extension Competency Study:

Developing a core competency model for

Extension professionals in Ohio

Graham Cochran (cochran.99@osu.edu)

Ohio State University Extension

Session Abstract

The literature on competency-based human resource management provides a strong case for

moving from a jobs-based to a competency-based approach as a strategy for organizations to

proactively address their human resource needs in the 21st century (Dubois et al., 2004; Lawler,

1994; Maddy et al., 2002; Stone & Bieber, 1997). There is agreement in the literature on the

benefits of using competencies throughout human resource management systems (Lawler, 1994;

Lucia & Lepsinger, 1999; Rahbar-Daniels, Erickson, & Dalik, 2001) and impact has been

documented through research with organizations using competencies (Cook & Bernthal, 1998;

Thompson et al., 1996). Competency modeling is a critical first step in implementing a

competency-based approach to human resource management.

Competency identification, modeling, and assessment are not new to Extension organizations.

Within the Extension System, several authors have recommended using competencies, and a

number of state Extension organizations have adopted a set of competencies for some or all of

their employees. Maddy et al. (2002) recommended that “Cooperative Extension integrate core

competencies and strategies throughout the System as standard practices for effective Extension

programming.” (p. 1). During late 2008 and early 2009, research was conducted to develop and

validate a competency model for Ohio State University Extension (Cochran, 2009). Data were

collected through a review of literature and other background information, interviews, group

processes, and survey research. Methods were highly participatory and relied on a criterion

group of exemplary performers and key internal stakeholders for idea generation, model

refinement, and validation. The model developed contains descriptions and illustrations of core

competencies; core competencies being knowledge, skills, attitudes and observable behaviors

describing exemplary performance that are relevant across job groups.

Results from this research will provide an initial model for OSU Extension to meet the

organization’s strategic planning goals around implementing competency-based human resource

management practices. Results will also be useful for other state Extension organizations as they

update or validate existing competency models or develop new competency models. The

findings of this research, the model developed, and process will help others interested in using

competencies in their management of human resources.

Supporting Information

• http://www.slideshare.net/cochran.99 (PowerPoint slides and notes from the session)

• http://extensionhr.osu.edu/compmodel.htm (OSU Extension Competency Model content

and background information)

Graham R. Cochran, 2009

Ohio State University Extension

Graham R. Cochran, 2009

Ohio State University Extension

Trends & Implications

The 21st century is a time of change for organizations; it is a time when more than ever, the

success of organizations depends on the knowledge and capabilities of their employees. For

competency modeling, the changing environment and issues facing OSU Extension are important

topics. During competency modeling, major trends affecting OSU Extension plus the

implications those trends may have on Extension professionals were identified.

Trends

1. Changing and complex

conditions

2. Increased competition and

limited resources

3. Changing and complex

organizational structures

4. Changing demographics

5. Technology and life in the

e-world

Implications (lessons related to the current trends)

• Be flexible, proactive, and embrace change.

• Be customer driven with a focus on quality and

responsiveness.

• Demonstrate and communicate the value of Extension

work.

• Demonstrate an entrepreneurial spirit.

• Become proficient in technology use and application.

• Effectively manage work and life issues.

• Build relationships and collaborate in a diverse

environment.

OSU Extension Core Competencies

14 core competencies are grouped conceptually into three clusters to facilitate understanding.

Grouped conceptually, there are competencies dealing with…

Customer service (An example of how one core competency is defined and described…)

Works constantly to provide superior services for clientele, making each interaction a positive one. Understands who

clientele are (internal and/or external) and delivers quality service through a customer-focused mindset that

acknowledges the importance and value of the person being served; acts accordingly; dedicated to meeting

expectations and needs of customers; uses customer feedback to improve.

Key actions

• Listens and provides a response that is timely and meets clientele needs.

• Seeks to better understand clientele needs via formal and informal research and anticipates future clientele

needs based on trends.

• Delivers friendly and courteous service.

• Goes the extra mile to exceed clientele expectations.

• Looks for and makes continuous improvements.

People (interpersonal) The Business of Extension Self (personal competencies)

Communication Customer service Continuous learning

Diversity Knowledge of Extension Flexibility and change

Interpersonal relationships Resource management Professionalism

Teamwork and leadership Technology adoption and

application Self-direction

Thinking and problem solving

Understanding stakeholders

and communities

Graham R. Cochran, 2009

Ohio State University Extension

Key References Cochran, G. R. (2009). Ohio State University Extension Competency Study: Developing a competency model for a

21st Century Extension organization (Doctoral dissertation). Retrieved from

Cook, K. W., & Bernthal, P. (1998). Job/role competency practices survey report

from Development Dimensions International, Inc.:

http://www.ddiworld.com/pdf/ddi_jobrolecompetencypractices_es.pdf

Dubois, D. D., Rothwell, W. J., Stern, D. J., & Kemp, L. K. (2004).

management. Palo Alto, CA: Davies

Lawler, E. E. (1994). From job-based to competency

15(1), 3-15.

Lucia, A. D., & Lepsinger, R. (1999). The art and science of competency models: Pinpointing critical success

factors in organizations. San Francisco: Jossey

Maddy, D. J., Niemann, K., Lindquist, J., & Bateman, K. (2002).

System [Report]. Retrieved May 7, 2009, from Personnel and Organizational Development Committee

(PODC) of ECOP: http://podc.unl.edu/finalPODC.pdf

Rahbar-Daniels, D., Erickson, M. L., & Dalik, A. (2001). Here to stay: Taking competencies to the next level.

WorldatWork Journal, 10(1), 70

Stone, B., & Bieber, S. (1997). Competencies: A new language for our work.

1COM1. Retrieved from http://www.joe.org/joe/1997february/comm1.html

Thompson, M. A., Lemaire, K. C., Jacob, T. W., Gubman, E., Abosch, K. S., Smith, B., et al. (1996). The role of

competencies in an integrated HR strategy.

Cochran, G. R. (2009). Ohio State University Extension Competency Study: Developing a competency model for a

Century Extension organization (Doctoral dissertation). Retrieved from http://etd.ohiolink.edu/

Job/role competency practices survey report [Report]. Retrieved May 7, 2009,

from Development Dimensions International, Inc.:

http://www.ddiworld.com/pdf/ddi_jobrolecompetencypractices_es.pdf

Dubois, D. D., Rothwell, W. J., Stern, D. J., & Kemp, L. K. (2004). Competency-based human resource

. Palo Alto, CA: Davies-Black Publishing.

based to competency-based organizations. Journal of Organizational Behavior,

The art and science of competency models: Pinpointing critical success

. San Francisco: Jossey-Bass/Pfeiffer.

Maddy, D. J., Niemann, K., Lindquist, J., & Bateman, K. (2002). Core competencies for the Cooperative Extension

. Retrieved May 7, 2009, from Personnel and Organizational Development Committee

http://podc.unl.edu/finalPODC.pdf

Daniels, D., Erickson, M. L., & Dalik, A. (2001). Here to stay: Taking competencies to the next level.

(1), 70-77.

Bieber, S. (1997). Competencies: A new language for our work. Journal of Extension, 35

http://www.joe.org/joe/1997february/comm1.html

K. C., Jacob, T. W., Gubman, E., Abosch, K. S., Smith, B., et al. (1996). The role of

competencies in an integrated HR strategy. ACA Journal, 5(2), 6-20.

Cochran, G. R. (2009). Ohio State University Extension Competency Study: Developing a competency model for a

http://etd.ohiolink.edu/

[Report]. Retrieved May 7, 2009,

based human resource

Journal of Organizational Behavior,

The art and science of competency models: Pinpointing critical success

Core competencies for the Cooperative Extension

. Retrieved May 7, 2009, from Personnel and Organizational Development Committee

Daniels, D., Erickson, M. L., & Dalik, A. (2001). Here to stay: Taking competencies to the next level.

Journal of Extension, 35(1), Article

K. C., Jacob, T. W., Gubman, E., Abosch, K. S., Smith, B., et al. (1996). The role of