Development of a Competency Model for a Consulting Company in a Blended Approach of Job Requirements Analysis and Competency Modelling

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

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.