Research shows that high-performing people are critical for high-performing organisations. Especially for professional service firms, such as management consultancies, people can be seen as the critical success factor. The competencies of their employees assure the long-term competitiveness of consulting firms. Thus, recruiting and selection as well as personnel devel-opment are strategically crucial for consulting firms. In other words: a strategic competency management, which is based on critical-to-success criteria, have to be in focus within this in-dustry. But how can be distinguished between high-performing and non-high-performing peo-ple? What characterises a successful consultant? What are knowledge, skills, and abilities, which determine job performance within the consulting industry? The research paper at hand tries to answer these questions with the help of a concrete example.
Over the last decades two mainstreams to answer this type of practical as well as scientifically relevant questions emerged: the requirements analysis approach, which is more quantitative and focuses on task related requirements, and the competency modelling approach, which is more related to individual characteristics and which attempts to describe how the tasks are mastered. With a blended approach, this study tries to integrate the advantages of both and to identify, what are typical tasks of consultants, which behaviour differentiates high-performing from less successful consultants, which competencies enable high-performing job holders, and which requirements can be derived from that?
In the first instance a preliminary study in a European consulting firm aims to explore thy typi-cal duties and tasks at each of five career levels using the Critical Incident Technique according to Flanagan. Then, a survey amongst all job holders in this consulting firm shall reassess the findings of the preliminary study. Finally a scientifically substantiated and at the same time implementable model with competency profiles for each career level is drawn, whilst limita-tions of this approach and further recommendations for implementation are shown.
Content
Introduction
Definition of the company’s problem
Aims and objectives of the research project
Literature Review
Job Requirements in Management Consultancies
Requirements Analysis
Definitions
Methods, Tools, and Practical Application
Quality Criteria
Competency Modelling
Definitions
Methods, Tools, and Practical Application
Quality Criteria
Integration in a Blended Approach
Project Report
Purpose of the Study
Methods of Research
Preliminary Study
Participants and Execution
Interview Guidelines
Data Analysis
Results of the Preliminary Study
Quantitative Analysis: Employee Survey
Participants and Execution
Survey Questionnaire
Data Analysis and Results
Recommendations and Solutions
Critical Reflection
Reflection and Critical Analysis of the Research Process
Limitations
Ethical issues
Results in Context of Literature Review
Bibliography
Appendices
Appendix A - Results of the Employee Survey
Appendix B – Cover Letter for Interviewee Invitation in the Preliminary Study
Appendix C - Interview-Guide of the Preliminary Study
Appendix D - Hyper Dimensional Taxonomy of Managerial Competence
Appendix E - Multidimensional Competency-based Managerial Performance Framework
Appendix F – The Great Eight Competencies
Appendix G - Categorisation Matrix
Appendix H – Cover Letter of the Employee Survey
Appendix I - Questionnaire of the Online-Survey
Research Objectives and Topics
The primary aim of this dissertation is to develop a scientifically substantiated and implementable competency model for a European management consulting firm. The research addresses the challenge of defining clear requirements and career tracks across five hierarchical levels, moving beyond subjective "gut feeling" decisions in recruitment and development.
- Integration of requirements analysis and competency modelling (a "blended approach").
- Identification of critical-to-success behaviors for management consultants.
- Creation of hierarchy-specific competency profiles for selection and performance management.
- Development of HR tools to improve transparency and employee retention.
Excerpt from the Book
Definition of the company’s problem
The research object is a European based consulting firm with a focus on corporate and organisation management. With more than 450 employees in Austria, Germany, Hungary, Romania, Spain, Switzerland and the United States the company offers classical management consulting as well as selection and implementation of supporting software solutions and training services. Founded 25 years ago the consultancy grew very fast over the recent eight years especially by enhancing its service offering as well as expanding its international business. Due to this development employees experienced a fundamental change affecting their job profiles as well as the way of fulfilling the different roles within the organisation.
Within the organisation five hierarchical levels are defined representing the status of the employees as well as their remuneration or their rights and duties. Due to the fast growth and the mentioned change of the organisation there is no common understanding of the characteristics of specific levels as well as of requirements on the holders of a related position.
During an annual process the management decides, which employees are promoted to the next level, accompanied by a decision about an increase of salaries. Hence the hierarchical pyramid is widely recognised as career track, even if it is not consequently related to defined requirements or measures, which support development to the next level.
Summary of Chapters
Introduction: Outlines the strategic importance of human resources in consulting and identifies the lack of defined job requirements as a core challenge for the organization.
Literature Review: Examines current academic discussions on requirements analysis and competency modeling, evaluating their respective methodologies and quality criteria.
Project Report: Details the qualitative preliminary study using the Critical Incident Technique and the subsequent quantitative survey to validate competency categories.
Recommendations and Solutions: Proposes the application of the developed competency model to key HR processes, including recruitment, selection, and career development.
Critical Reflection: Analyzes the research methodology, acknowledges limitations regarding skill-based assessments, and summarizes the findings in relation to the initial research questions.
Keywords
Competency Modelling, Requirements Analysis, Management Consulting, Critical Incident Technique, Blended Approach, Career Development, Performance Management, Human Resource Management, Job Profiles, Behavioral Competencies, Consulting Industry, Professional Development, Employee Selection, Organizational Competence, Strategic Competency Management.
Frequently Asked Questions
What is the core purpose of this dissertation?
The dissertation aims to develop a tailored competency model for a specific management consulting firm to professionalize HR processes like recruitment, performance appraisal, and career development.
What are the primary themes covered in this research?
The study focuses on blending traditional quantitative requirements analysis with qualitative competency modeling to create a framework that is both scientifically grounded and practical.
What is the central research question?
The research explores the duties and responsibilities at five career levels, identifies the behaviors that differentiate high-performing consultants, and derives requirements for selection and career progression.
Which scientific methodology is employed?
A "blended approach" is used, combining the Critical Incident Technique for qualitative data gathering through management interviews with a quantitative employee survey to validate results.
What topics are discussed in the main body?
The main body covers the literature on consulting requirements, the detailed design of the research study, data analysis using behavioral categories, and practical recommendations for implementation.
Which keywords define this work?
Key terms include Competency Modelling, Requirements Analysis, Management Consulting, Critical Incident Technique, and Human Resource Management.
How does this study address the "black box" feeling of employees regarding career paths?
By defining explicit competency profiles and linking them to specific hierarchical levels, the study provides a transparent framework that replaces ambiguous promotion processes with clear, criteria-based expectations.
Why did the author use a "blended approach" instead of a standard model?
The author argues that while generic models exist, a company-specific development process increases employee acceptance and ensures the model reflects the unique organizational culture and strategic goals.
- Quote paper
- Alexander Göttling (Author), 2010, Development of a Competency Model for a Consulting Company in a Blended Approach of Job Requirements Analysis and Competency Modelling, Munich, GRIN Verlag, https://www.grin.com/document/377542
