与实业界的朋友聊天时发觉，现在客户对顾问确实有很多质疑。
朋友告诉我，他们公司聘请了家顾问公司，委托的项目是岗位说明书编制，但顾问写出的岗位说明书简直一塌糊涂，还不如自己员工写出的。
聊完天后，我心情很沉重，这几天我一直在思考这个问题：顾问能做什么？
顾问作为外界的介入方（intervention），在项目规定的时限范围内，能够为客户提供什么价值，是为客户编制符合要求的岗位说明书吗？在很短的时间内，顾问能够对企业岗位实际情况了解多少？就委托的项目来说，顾问是不可能出色完成的。
对顾问的质疑，来源于委托的范围，有些范围超出顾问公司能力，但基于商业利益，顾问公司不敢不接，这样一来顾问只有忽悠；对顾问的质疑也来源于客户的认知，有许多项目客户更加看重最终报告的数量，而对顾问服务过程产生的知识、技能转移的价值认知不够。
在国外网站上看到发帖：how to fire a client？我忽然明白，到中国的顾问公司也能fire a client时，对顾问的质疑可能就烟消云散了，因为顾问公司及其顾问已经在激烈商业环境中具有那么一丝丝理性了。
在2000年左右，能力模型引入国外，许多国内大型企业先后建立能力模型，但建立以后很多企业将其束之高阁，没有在实际管理实际中运用，究其原因可能有以下几点：
（一） 建立模型的目的不明确：能力模型有三个层面：企业核心能力（enterprise core competence）、职能核心能力（function core competence）、岗位胜任能力（job competence），从逻辑上阐述，企业核心能力决定了职能和性能力最终决定了岗位胜任能力。企业在建立能力模型时，如果不能清晰界定在未来竞争中所需的企业核心能力，那么按照上述逻辑关系，最后形成的岗位胜任能力，就不能有效支撑企业形成核心竞争能力，而界定企业所需的核心竞争能力是很困难的工作，顾问公司在进行能力模型设计时会对企业战略进行梳理，但一般不会去界定（define）企业的核心能力，这样一来使建立的岗位胜任力模型成为无源之水。
（二） 探索性研究过多：建立能力模型需要极强的技术与研究手段，一般顾问公司采用Spencer& Spencer 在Competence at Work: Models for Superior Performance中的经典方法进行探索性的研究，抛开已经形成的研究结果，期望能够形成自己的能力模型，但是一开始进行BEI访谈，才发觉进入了一个无底黑洞，由BEI访谈得到的资料，一般的顾问根本没有办法进行深度分析，只有放弃探索性研究，进而采用现成的能力模型，在个别行为能力上根据企业实际进行修正，这样根本无法体现企业实际，因此在管理实践中无法运用。
（三）运用误区： 能力模型运用方向可以包括HRM的各个模块，从招聘到薪酬设计、到干部继任计划等，但在每个模块运用时使用的能力方向是不一样的，例如在招聘过程中使用的能力主要集中在潜质、动机及自我意识等深层的、冰山下面的能力，而在培训中可能更多是使用技能方向的，企业在实际运用过程中，如果没有精确的区分，运用的效果就会大打折扣。同时，由于能力测评的方法技术一般企业很难掌握，因此在模型运用时就没有准确的评判标准，影响了能力模型的深度运用。
最近参加公司项目前期研讨，发现对胜任能力模型理解存在很多问题，客户需求是建立胜任能力模型并在某一方向上进行运用，但对什么是胜任能力模型理解不清，这时顾问公司清晰的思路界定项目就十分重要。
在项目前期几个问题必须明确：
第一项目范围：在什么范围内建立能力模型，是基于某几个岗位建立，还是基于某类岗位建立，基于岗位的能力模型可以成为岗位胜任能力模型，与基于某类岗位的胜任能力模型，明显不同。
第二项目的方法，对岗位胜任能力模型的研究，采用岗位模型进行构建（A job model is a performance-based reflection of how an exemplary job performer does his or her work. It should be based on and aligned to the core processes of the business, which in turn should be aligned to the business unit’s goals and strategies），对岗位的几大要素进行分析，得出岗位胜任能力模型标准。
对职类构建模型确实要采用很多定量分析工具，因为模型必然是结构化的、定量的、在相同实验条件下可以重复的。
其基本步骤为：
Define Performance Effectiveness Criteria。
Identify a Criterion Sample Data Gathering
Data Analysis & developing Interim Competency Model
Finalizing and Validating Competency Model:
第三运用方向：能力模型运用的核心的问题在于对能力测评设计上，可以采用很专业的能力测评工具，也可以根据日常的行为，采用行为锚定的方法进行能力行为的评价。
能力模型运用重点思考的问题：
How to develop an overall implementation strategy?
Which HR system should be competency-based?
What processes within a HR system should be revised?
What methods should be used to assess employees’ current competencies relative to the competency model?
Which available employees possess the desired levels of competencies?
What format should be used for assessment?
How to identify and priorities the development needs?
What methods should be used to address the gap?
How to create individual development plans?
BEI(Behavior Event Interviewing)在能力模型设计的调研过程中具有重要作用，成果实施BEI能够得到Behavioral Indicators，从而成功提炼能力的基本行为要素。
A. Introduction: The purposes of this section are:
1.To develop satisfactory initial rapport with the interviewee
2.To set clear expectations about the process and scope of the interviewing
3.To reduce the anxiety of the interviewee so that he can provide the details sought in the interview.
Introduce yourself and the panel
Make small talk to set a relaxed tone
Explain the purpose of the interview
Outline the format of the interview
Clarify roles of the additional panelist
B. Trigger: The purpose of this section is:
1.To make the candidate recollect the critical event among the events that comes to his mind
2.To judge whether the event has the characteristics of the event solicited by the trigger
3.To give an opportunity to the candidate to change the event, if in the opinion of the interviewer/panelists, the event does not meet the characteristics sought by the trigger.
Give the candidate time to think of the event
Deliver the trigger and wait for the candidate’s response.
Repeat the trigger in case the candidate has not understood the trigger or if the interviewers/panelist feel that the event does not satisfy the characteristics sought by the trigger.
C. Structure of the Event: The purposes of this section are:
1.To get a clear outline of the event the interviewee is going to speak about
2.To get from the interviewee the start of the event for him or her involvement in the event and the end of the event or the end of her involvement
3.To divide the event into logical/critical and chronological sub stages between the start and the end of the event.
4.To create the skeleton for probing
Ask the candidate for the start, the end of the event and the important stages in between the start and the end.
Note down the structure on the assessment sheet. Please note ongoing events are to be broken and the end stage of the event could be even the time of the interview.
Repeat the structure for the understanding and confirmation by the interviewee and the co panelists.
Before beginning to probe confirm that the co panelists have the same structure as the interviewer.
D. Probing and details of the event: The purposes of this section are:
1.To get the details of the event
2.To understand the nature of the interviewee’s involvement in the event
3.To probe the thoughts, feeling and actions of the interviewee during the course of the event
4.To ‘live’ the event with the interviewee.
Take the interviewee back to the start stage of the event and begin to probe
Follow the structure of the event probe one sub stage at a time and proceed chronologically
Return to a previous sub stage in case the interviewer feels that some codable data is likely to emerge.
Ask no ‘leading questions’. Leading question is a question that is likely to lead the interviewee to a particular answer about her involvement in the event. Example: You must have consulted your boss at this stage, is it not?
Each sub stage in the structure of the event is a possible source of codeable data. Probe each stage to your satisfaction.
Legitimate Questions:
1. What were you trying to accomplish?
2. What was the first key thing you did?
3. How exactly did you do it?
4. Who else was involved at this stage?
5. Do you recall any conversation you had at this stage?
6. What exactly did you say?
7. What were you thinking at this stage?
8. What were you feeling at this stage?
9. Do you recall anything significant that happened at this stage?
10. How did it turn out?
11. Is there anything at this stage that you would wish to add that we have missed out?
12. What was your role?
D. Closure of the Interview: The purposes of this stage are:
1.To give an opportunity to the interviewee to add anything related to the event that has been missed out
2.To thank the interviewee and to close the interview.
Ask the interviewee if she wishes to add anything related to the event that has been missed out.
Thank the interviewee on behalf of the panel.