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Performing poorly but testing perfectly.

Daniel E Haun¹, Argie Leach

¹Department of Pathology, Medical Center of Louisiana, New Orleans, Louisiana, USA. dhaun@lsuhsc.edu

Clinical Leadership & Management Review : the Journal of CLMA

|April 19, 2003

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Competency assessments often fail to predict job performance. Careful measurement design can reveal performance gaps and identify areas for improvement, benefiting organizations beyond ethical considerations.

Area of Science:

Organizational Psychology
Human Resources Management
Performance Measurement

Background:

Traditional competency assessments frequently lack predictive validity for actual job performance.
A disconnect exists between assessed competencies and real-world task execution.
Organizational practices require more robust methods for evaluating employee capabilities.

Purpose of the Study:

To investigate the reasons behind the poor predictive power of existing competency assessments.
To explore effective design principles for developing accurate competency measurements.
To articulate the strategic value for organizations investing in improved competency assessment.

Main Methods:

Comparative analysis of assessment outcomes against actual performance metrics.

Related Experiment Videos

Qualitative inquiry into the underlying causes of assessment-performance discrepancies.

Exploration of measurement design principles informed by practical experience.

Main Results:

Incompetent performance can be reliably detected through meticulously designed measurement tools.
Specific design principles enable the identification of opportunities for performance enhancement.
The study identified key factors influencing the validity of competency evaluations.

Conclusions:

Rethinking measurement design is crucial for accurate competency assessment.
Effective competency measurement offers significant organizational benefits beyond compliance.
Investing in robust assessment strategies drives performance improvement and strategic advantage.