“What is the maximum number of competencies I can test?” This must be one of the most common questions every assessment agency gets from its clients these days. The answer, however, is not unequivocal.
This article explains what types of competencies are used to measure, what tools can be used & what the best practices are regarding competency testing.
What kind of competencies are used?
First, there is a big difference between leveled and unleveled competency sets. Leveled sets use rather broadly defined competencies, with levels of complexity linked to them. With unleveled sets, the aim is to describe competencies as unambiguously as possible. As a result, these competencies are much narrower and more specifically described.
The need for levels of complexity here is often solved with different competencies. An example: oral communication for the most operational levels, persuasion for middle management & professionals, and strategic influencing for boards and executives.
Competency testing: what tools do you deploy?
Next, we distinguish between psychological tests & questionnaires on the one hand and interviews on the other.
First, the tests & questionnaires. We assume unleveled competency sets. It is important to realize that with psychological tests and questionnaires (psychometric instruments), you are measuring signals about underlying potential. You are not directly observing the competency, but you are looking at underlying potential. With an online assessment platform, with a somewhat broader assessment, you can identify enough signals to pick up interesting information about a whole range of competencies, say 30 to 40. That number will only increase as tests become more and more adaptive, shortening the time to take them. You can then start using even more tests. That development is going pretty fast.
Then interviews. The limitation is in properly asking about competencies in interviews or observing them in assessment exercises. You have to assume that you can cover about four competencies in a STAR interview. Also, per the assessment exercise, you come up with about four.
Now, suppose you conduct 2 interviews or 1 interview and 1 assessment exercise. Then you can collect evidence about the mastery level of eight competencies. If you select those eight competencies based on the results of psychometric tests, then the question remains for how many competencies do you find it acceptable to make statements based on potential alone. Four? Five? Six? Of most competencies, you also want interview information or assessment observations.
Competencies vs potential. Read more here.
Best practice for measuring competencies
In our practice, we try to direct clients to 12 competencies. Then, with a standard selection process, you have information about 2/3 of the competencies from interviews and/or live assessments. 14 is also possible, but after that, it becomes a lot.
Also, remember that you must first create a job-specific competency profile. Of these, we know that about 12 competencies are enough to put the job in sharp focus. More competencies lead to an overabundance. Suppose you are going to conduct development interviews with an employee, you do want a clear profile.
So from different perspectives. How many competencies are optimal? We recommend aiming for about 12. You then have enough nuance and breadth. You can also assess most of them with interviews and/or assessment. And of all of them, you have information from the psychometric tests. Another advantage is that you can keep the number of tests and questionnaires reasonably limited. A big advantage from a candidate experience point of view. Want to know more about maximum competency testing? Contact us directly .
View the full list of assessments offered by Starcheck here.
