Last updated Aug 23 1995 3:00pm
Then the employee begins to self-rate, marking in each skill statement the rating level that would best describe current ability to perform. The ratee thinks, "What kind of rating would my supervisor (or instructor) give for my competence in each skill?"
Next the employee sits down with the supervisor to validate the self-ratings. They sit across a table, the employee pointing out the self-ratings, while the supervisor marks confirmed ratings on a fresh copy of the chart, a Master Copy.
They may disagree. The employee may insist on a higher rating in a skill. The supervisor may mark a lower one, saying, "I am not sure of your ability to perform at that level. It is up to you to find an opportunity to show me.
Many times the employee will lower the self-rating on seeing the lower supervisor rating being marked. If unsure about a rating, the supervisor may ask detailed questions about the performance, and say, "Yes you indeed perform at that level. I wasn't aware you learned it while on another project.
At times the employee will raise the self rating, on learning from the supervisor that the skill isn't as demanding as thought, or that the performance was a lot better than thought.
An employee in a job when AMOD is just being installed. All employees self-rate. The more senior, highly skilled ones then interview each other to confirm ratings. They become the raters for all the others.
An applicant for employment. The applicant is given the chart and asked to entry rate, then is interviewed by an expert to determine the applicant's profile and how well the applicant fits the job.
An applicant for certification in an occupation. The applicant will self-rate, then be rated by an expert/peer. If/when the expert feels the applicant is qualified, the applicant and expert will meet with areview panel of senior raters to confirm the profile.
An entrant to a learning program, perhaps in a college, will self- rate, then be interviewed and formally rated by an instructor who is skilled in the occupation. Most learners bring some skills to the training program, especially learners with a lot of work experience.
Learners may be able to increase a couple of skills every day or two. They are introduced to these new skills at a rapid pace. If they know their performance has improved, they simply mark a new rating number for those skills.
Employees will more likely perform work using clusters of skills, and may less often reflect and decide to place higher ratings on the cluster of skills.
The learner who has increased self ratings will approach the instructor for confirmation. They meet briefly in the lab or over a machine, with both marking their charts if there is agreement. Instructors must keep master charts handy.
An employee will likely ask for a quick rating interview to go over a cluster of skills.
Applicants for certification will most likely increase their ratings and have them approved at longer intervals that coincide with regular monthly or quarterly meetings of the certification body.
The employee or learner records entry self ratings that way.
The supervisor or instructor marks the verified entry ratings in the same way on the Master Chart for that employee or learner.
The diamond symbol clearly shows the skills and skill levels possessed on entering a job or a training program. It is later easy to visually estimate just how much has been achieved since that starting date.
I also avoidshaving to repeatedly note the same date for all skill ratings recorded when first entering a program.
The employee one day realizes competence has increased, and marks a higher rating level "2", cirles it, and notes the date.
Some time later the supervisor will be asked to approve it, and if it is agreed, the supervisor marks the same rating in a circle on the master chart, and notes the date the rating was confirmed.
With each perceived increase in ability to perform, a higher rating number is recorded in a circle and the date is noted nearby.
In practice, employees and learners tend to record self ratings of skill increases as soon as it is realized a skill has increased to a new level.
Confirmation of the new increased ratings tends to take place when the employee brings a few increases to the supervisor at a convenient time.
The same applies to learners and their instructors in training programs.
A supervisor or manager can summarize the competence of all performers on a single sheet, let's say to plan a training course.
In this case the firm may see they are reasonably well covered for that skill, and concentrate training efforts elsewhere
If the average were 1.37, they might well see this as a training priority, because only a few of their employees could possibly have the skill.
Glancing over the chart, they could identify several other compatible skills with similar average ratings and cluster them into a concentrated training program.
To shorten the course, the trainer would not include training for compatible skills where the average rating is already satisfactory.
Here we have 30 employees. It is obvious training must be provided for this skill, with most performing at the 0, 1, and 2 levels.
It is also obvious that 3 performers should not be included in the training because they are already highly skilled.
Three people at the 3 level might need a different kind of course, one that deals only with advanced materail designed to take them to a higher level.
Even when all the data is analyzed in a spreadsheet or database, it is best placed back on a chart in this fashion, so a manager can glance at all skills at once and see priorities emerging.
Many other kinds of analysis can be done in this way.
It could be a minimum profile to earn a training school certificate, It could be one of several profiles for special job categories in a firm. It could be minimum profiles for levels of certification issued by an occupation or professional association.
If this were a skill on a professional cooking chart, the number at A might be the minimum rating needed to qualify as a Chef de Cuisine. B might be the minimum needed to be a Garde Manger. C might be the level needed to be a Journeyman Cook.
If it were from a mechanics occupation, a firm might mark similar minimums for a Lead Hand, a Bench Tech, and a Field Technician. The chart is the same, but each of the specialists may need different ratings.
Successfully performing to at least the level indicated in all the skills might be a requirement to move up to a new pay category and new job title.
A firm could mark an entry level minimum profile needed to be employed in a specific technical job. It would be given to applicants and they would be asked to self rate so they will know what is required in the job and the learning expected of them.
The applicant is given an AMOD chart, will listen to a tape telling how to rate, then proceeds to self rate in each skill on the chart.
The applicant will be introduced to a rater/coach who will first conduct an entry rating interview to verify the self ratings.
The applicant goes over all the self ratings. The rater/coach will question the performance in each skill, and if in agreement will record the same rating on a master chart.
If the performance is not deemed adequate, the rater/coach will mark a lower, more appropriate rating, and may counsel the applicant on how to go about improving the performance.
At a later date the applicant comes forward with new increased ratings.
If the rater/coach agrees with all of the ratings, and all match or exceed the minimums required for certification, the rater/ coach will recommend the applicant to the certification committee.
When next they meet, the committee rigorously interviews the applicant. They may also require the rater/coach to attend.
If they too agree the applicant is qualified, they formally forward their recommendation to the executive.
A certificate chart is prepared, showing the highest rating in each skill, and presented at a suitable association ceremony.
All in the occupation are given a copy of the chart in order to self rate.
They learn how to self-rate in a group presentation, or by following an audio tape or video presentation.
A number of respected senior performers who have self rated are invited to become the first rater/coaches. They gather, and as a group interview each other to verify the accuracy of the self ratings. One who is found wanting in a few skills will be asked to improve those skills before proceeding. The others will pitch in and coach and teach the individual through.
Those who rate very high and are respected by the executive become members of a certification committee.
All the others become rater/coaches, acting somewhat as mentors, helping others less skilled with entry rating, and guiding them to resources to improve their skills. Some rater/coaches are assigned to the applicant by the committee, Others may be approached and selected by the applicant, who wants them to help in reaching certification.
When a candidate comes forward with adequate ratings approved by a rater/coach, the applicant goes through a lengthy interview with the certification committee, who again question and verify all the skills to their satisfaction. The rater/coach may attend.
If they agree, the applicant is issued a certificate at a formal association event. If they disagree, the applicant may be asked to improve certain skills even further, then return for another interview when they are certain the applicant now qualifies.
Officers of the association serve as watchdogs, making sure procedures are followed, and by giving final approval.
Built into the certificate is the AMOD chart, marked with the highest rating the applicant was awarded in each of the skills.
The certificate can be used for many purposes:
o to take back to the firm to apply for a pay increase
o to show to prospective employers in job terviews
o to show to dubious customers or clients
