Competence or Job Analysis? What Really Drives Behavior

Marcela Peterson

In people management processes, we often rely on detailed job descriptions, as if work were a fixed, stable entity independent of the person performing it. This logic underpins traditional job analysis. But Sanchez and Levine (2009) remind us that, although methodologically rigorous, this perspective is limited when we try to align human behavior with organizational strategy.

Competency modeling emerges precisely to fill this gap. Instead of merely describing what is already done, it aims to influence how employees should act moving forward, in alignment with strategic objectives. This shift in focus—past versus future, description versus influence—completely changes the way we understand the worker’s role. A job stops being just a list of tasks and becomes a role to be interpreted and performed.

In practice, this means that, rather than simply requiring someone to fulfill minimum duties, the competency model sends clear signals about which behaviors are valued—such as collaboration, innovation, or systems thinking. This type of guidance helps build a stronger, more cohesive organizational climate in which everyone understands not only what to do but also how to do it.

On the other hand, this does not mean abandoning job analysis. The strength of the traditional methodology lies in its detail and precision, which are essential for selection, training, and compensation processes. The challenge is recognizing that, on its own, it can narrow the organizational perspective, while competency models, if used without clear criteria, can become too vague. Integrating both approaches seems to offer the most balanced path, combining the technical rigor of job analysis with the strategic direction provided by competency modeling.

In the end, the choice between job analysis and competency models should not be seen as a dispute but rather an invitation to reflect on what we want to reinforce in organizations: the continuation of what already exists, or the strategic transformation of what we can become. After all, every form of job description and evaluation is ultimately a tool for influencing people and behaviors.

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