DOCSLIB.ORG

Talxcellenz® Job Analysis O*NET-Based Confirmatory Job Analysis Process

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

2019 ® Talxcellenz Job Analysis O*NET-Based Confirmatory Job Analysis Process Current Logo Tagline Update Option 1a Talent SCM Systems Tagline Update Option 1b Talent SCM Systems Tagline Update Option 1c Talent SCM Systems ©2019 Metrics Reporting, Inc. | www.metricsreporting.com Job Analysis Report HireReach – BarFly Ventures Corporate Managers (CORM) Job Family June 18, 2019 This is the final job analysis report for the above job family. This job analysis was performed in accordance with the ONET-Based Confirmatory Job Analysis Process published in the Metrics Reporting Research Brief: Job Analysis and Validation. This report is organized in alignment with EEOC’s Uniform Guidelines on Employee Selection Procedures (UGESP). The headings and grey text are excerpts of UGESP. This job analysis was conducted by a job analysis team with the following members: • James Guest, Director of Research, Metrics Reporting, Inc. • Rachel Cleveland, Technical Consultant, HireReach • Marlene Brostrom, Consultant, HireReach • Bill Guest, President and Chief Solutions Architect, Metrics Reporting, Inc. This job analysis included subject matter experts from the employer(s) listed above. UGESP Section 15(C)(1) User(s), location(s) and date(s) of study. Dates and location(s) of the job analysis should be shown (essential). The job analysis was completed in three phases. Phase 1 included job family research using www.onetonline.org and www.talxcellenz.com, competency model research, and preparation of initial drafts of the occupational competencies (task) list, tools and technology list, occupational credentials list, and foundational competencies list. Phase 2 was the SME session. The SME session was facilitated by James Guest with support from other members of the job analysis team. In that session a representative sample of SMEs confirmed and/or edited the occupational competencies (task) list, tools and technology list, occupational credentials list, and individually determined ratings of the foundational competencies. The SMEs then together reached and documented their consensus regarding the ratings for each foundational competency. Phase 3 was the work of compiling this final report. The date and location of the SME session was Tuesday, June 18, 2019 at BarFly Ventures, LLC., 35 Oakes SW, 3rd Floor, Grand Rapids, MI 49503. Rev: 2019-06-18 Job Analysis Report Page 1 of 6 The job analysis team collaborated with the employer(s) to identify and schedule SMEs representative of the job family based on race, gender, jobs within the job family, participating employers, and locations. The list of SMEs (sign-in sheet) is provided in Appendix A. Please note that Appendix A will be provided to the employer’s human resources department and omitted from the publicly available version of this report to protect the personal information of the SMEs. UGESP Section 15(C)(2) Problem and setting. An explicit definition of the purpose(s) of the study and the circumstances in which the study was conducted should be provided. A description of existing selection procedures and cutoff scores, if any, should be provided. This job analysis supports employer initiatives that are launching evidence-based selection process and/or evidence-based career pathways. Employers, education and training providers, and workforce development agencies may use the information in this report to improve education and training programs. Employers may also use this report to support the use of selection systems that incorporate measures of the important competencies as part of their selection processes. UGESP Section 15(C)(3) Job analysis – Content of the job. A description of the method used to analyze the job should be provided (essential). The work behavior(s), the associated tasks, and, if the behavior results in a work product, the work products should be completely described (essential). Measures of criticality and/or importance of the work behavior(s) and the method of determining these measures should be provided (essential). Where the job analysis also identified the knowledges, skills, and abilities used in work behavior(s), an operational definition for each knowledge in terms of a body of learned information and for each skill and ability in terms of observable behaviors and outcomes, and the relationship between each knowledge, skill, or ability and each work behavior, as well as the method used to determine this relationship, should be provided (essential). The work situation should be described, including the setting in which work behavior(s) are performed, and where appropriate, the manner in which knowledges, skills or abilities are used, and the complexity and difficulty of the knowledge, skill, or ability as used in the work behavior(s). The job analysis method used to analyze this job family is described thoroughly in the Research Brief: Job Analysis and Validation. Preparation for the job analysis was supported by the Talxcellenz® website. The O*NET-defined knowledge, skills, abilities, educational levels, interests, work values, work styles, work activities, work contexts, wages, and job zone for each occupation code were compiled into a Job Rev: 2019-06-18 Job Analysis Report Page 2 of 6 Family Portrait to illustrate the job-related elements and to calculate the average ratings for each element. The O*NET-defined foundational competency elements were also combined into the Talxcellenz® Foundational Competency framework to calculate the importance ratings and level ratings for each of the 22 foundational competencies. The O*NET provides an indirect linking of competencies to tasks by providing a task list and corresponding Detailed Work Activities (DWAs) along with importance ratings and level ratings for each competency and for each occupational code. As this occupational level data is combined at the job family level, the foundational competencies are linked to the tasks and the DWAs based on the linking in the O*NET taxonomy. The Appendices listed at the end of this report provide supporting information describing the content of the jobs in this job family. UGESP Section 15(C)(4) Selection procedure and its content. Selection procedures, including those constructed by or for the user, specific training requirements, composites of selection procedures, and any other procedure supported by content validity, should be completely and explicitly described or attached (essential). If commercially available selection procedures are used, they should be described by title, form, and publisher (essential). The behaviors measured or sampled by the selection procedure should be explicitly described (essential). Where the selection procedure purports to measure a knowledge, skill, or ability, evidence that the selection procedure measures and is a representative sample of the knowledge, skill, or ability should be provided (essential). The primary purpose of this job analysis is to provide information to support the incorporation of competencies in evidence-based selection processes and evidence- based career pathways that are part of employers’ talent supply chains. Clear communication of competencies that are documented as job-related enables talent acquisition professionals to improve selection decisions and enables education and training providers to improve programs by appropriately focusing competency development and occupational training on areas that are related to job performance. This in turn helps individuals enter and advance along career pathways. The information in this report can also be used to improve the quality of career coaching by using occupational and foundational competency information to Rev: 2019-06-18 Job Analysis Report Page 3 of 6 support career guidance and decision making. Evidence-based career profiles will also benefit by aligning portfolio content with these documented job-related competencies. Employers may also use this report to support selection systems that incorporate the important job-related competencies using selection tools such as reliable assessments, structured interview guides, and other reliable methods. UGESP Section 15(C)(5) Relationship between the selection procedure and the job. The evidence demonstrating that the selection procedure is a representative work sample, a representative sample of the work behavior(s), or a representative sample of a knowledge, skill, or ability as used as part of a work behavior and necessary for that behavior should be provided (essential). The user should identify the work behavior(s) which each item or part of the selection procedure is intended to sample or measure (essential). Where the selection procedure purports to sample a work behavior or to provide a sample of a work product, a comparison should be provided of the manner, setting, and the level of complexity of the selection procedure with those of the work situation (essential). If any steps were taken to reduce adverse impact on a race, sex, or ethic group in the content of the procedure or in its administration, these steps should be described. Establishment of time limits, if any, and how these limits are related to the speed with which duties must per performed on the job, should be explained. Measures of central tendency (e.g., means) and measures of dispersion (e.g., standard deviations) and estimates of reliability should be reported for all selection procedures if available. Such reports should be made for relevant race, sex, and ethnic subgroups, at least on a statistically reliable sample basis. This report documents
Recommended publications
  • IN-BROWSER BLITZ LITERATURE REVIEWS 1 Submitted to Meta

    IN-BROWSER BLITZ LITERATURE REVIEWS 1 Submitted to Meta

    IN-BROWSER BLITZ LITERATURE REVIEWS 1 Submitted to Meta-Psychology. Participate in open peer review by commenting through hypothes.is directly on this preprint. The full editorial process of all articles under review at Meta-Psychology can be found following this link: https://tinyurl.com/mp-submissions You will find this preprint by searching for the first author's name. Writing a Psychological Blitz Literature Review with Nothing but a Browser Bogdan Cocoş1 1Department of Psychology, University of Bucharest Author Note Correspondence regarding this article should be addressed to Bogdan Cocoş, 90 Panduri Road, Sector 5, 050663, Bucharest, Romania. E-mail: [email protected] https://orcid.org/0000-0003-4098-7551 IN-BROWSER BLITZ LITERATURE REVIEWS 2 Abstract The ways so far of writing literature reviews represent valid, but not sufficient, landmarks, connected to the current technological context. In this sense, this article proposes a research method called blitz literature review, as a way to quickly, transparently, and repeatably consult key references in a particular area of interest, seen as a network composed of elements that are indispensable to such a process. The tutorial consists of six steps explained in detail, easy to follow and reproduce, accompanied by publicly available supplementary material. Finally, the possible implications of this research method are discussed, being brought to the fore a general recommendation regarding the optimization of the citizens’ involvement in the efforts and approaches of open scientific research. Keywords: blitz literature review, open access, open science, research methods IN-BROWSER BLITZ LITERATURE REVIEWS 3 Writing a Psychological Blitz Literature Review with Nothing but a Browser Context The term “blitz literature review” refers to an adaptation of the concept of literature review.
  • Conceptdraw PROJECT User Interface Reference

    Conceptdraw PROJECT User Interface Reference

    o User Interface Reference o Keyboard Shortcuts www.conceptdraw.com © 2021 CS Odessa corp. ConceptDraw PROJECT User Interface Reference Welcome to ConceptDraw PROJECT v11 for Windows 1 Toolbar Tour 2 Quick A..c.c..e..s..s. ......................................................................................................................... 3 File ................................................................................................................................... 4 Import .......................................................................................................................................................... 6 Export .......................................................................................................................................................... 7 Print Preview .......................................................................................................................................................... 8 Home ................................................................................................................................... 9 Microreports .......................................................................................................................................................... 12 Project Baseli.n..e... .................................................................................................................................................... 14 View ..................................................................................................................................
  • Implications of ERP As Service

    Implications of ERP As Service

    Implications of ERP as Service Gustaf Juell-Skielse1 and Håkan Enquist2 1 Stockholm University [email protected] 2 School of Business, Economics and Law, University of Gothenburg [email protected] Abstract. In this paper we present implications for using and delivering Enterprise Resource Planning as services (ERP-as-a-service). The objective is to construct a framework of opportunities and challenges for users and suppliers of ERP-as-a-service. The framework is based on a combination of literature study and field study and includes approximately 80 implications. New implications, not found in literature, were identified in the field study. Examples of new implications include: more focus on IT-value; simplified phasing of implementation and improved supplier brand. For future research it is suggested that the framework is tested in a larger setting and that implications are prioritized for certain industries and types of business models. Keywords: ERP-as-a-service, Implication, Software-as-a-service, Enterprise resource planning, Service orientation, Cloud computing. Introduction Recently, service orientation has emerged as an important change driver in private and public sector organizations. Service orientation offers means to radically improve customer service, business processes and sourcing of information systems. Suppliers begin to offer information systems according to service based business models, such as Software as a Service and Cloud Computing, rather than standard application packages. Service based business models challenge conventional payment models, on-premise installations and monolithic designs of standard application packages and have vast implications for both users and suppliers of information systems. Through service based business models, suppliers can expand their potential customer base and offer more choices that enable customers to focus on core competencies and reduce initial investments in standard applications [1].
  • Software As a Service (Saas) Report 2020

    Software As a Service (Saas) Report 2020

    Software as a Service (SaaS) Report 2020 REDEYE - AI/MACHINE LEARNING 1 AGENDA 08:30 Introduction Redeye and summary of SaaS-report BLOCK 1 CRM/MARKETING 08:40 Younium 08:55 Lime 09:10 Agillic 09:25 Panel Q&A, Fredrik Nilsson and Johan Crona* BLOCK 2 ERP 09:40 24SevenOffice 09:55 Briox 10:10 Carasent 10:25 Panel Q&A, Mark Siöstedt and Johan Crona* BLOCK 3 RETAIL/E-COMMERCE 10:40 Bambuser 10:55 Litium 11:10 Vertiseit 11:25 ZetaDisplay 11:40 Panel Q&A, Forbes Goldman och Johan Crona* BLOCK 4 VARYING SAAS 11:55 Formpipe 12:10 BIMobject 12:25 Qbank 12:40 Irisity 12:55 Pexip 13:10 Panel Q&A, Fredrik Nilsson and Johan Crona* 13:30 Summary and thank you – Redeye *Johan Crona is the founder of Cloud Capital, a company specializing in financing SaaS companies in the size of SEK 10-50 million in sales. Cloud Capital was started to offer financing solutions so that SaaS entrepreneurs can retain more ownership in their company and avoid unnecessary dilution during a growth journey. He also runs a SaaS network with 700 members and since the summer of 2019 a SaaS podcast where he interviews entrepreneurs and experts in the sector. The video link to the SaaS-event: https://www.redeye.se/events/793615/redeye-software-as-a-service-saas-seminar-autumn-2020 REDEYE - SAAS REPORT 2020 2 SAAS REPORT 2020 Table of contents About Redeye 4 Redeye Technology Team 5 Transactions 8 Why invest in SaaS & the Cloud 10 The BIG one: The shift to the Cloud 11 Consumerization of IT 11 The rise of subscription economy 11 Investors and recurring revenue 11 Software Overview
  • Metadefender Core V4.12.2

    Metadefender Core V4.12.2

    MetaDefender Core v4.12.2 © 2018 OPSWAT, Inc. All rights reserved. OPSWAT®, MetadefenderTM and the OPSWAT logo are trademarks of OPSWAT, Inc. All other trademarks, trade names, service marks, service names, and images mentioned and/or used herein belong to their respective owners. Table of Contents About This Guide 13 Key Features of Metadefender Core 14 1. Quick Start with Metadefender Core 15 1.1. Installation 15 Operating system invariant initial steps 15 Basic setup 16 1.1.1. Configuration wizard 16 1.2. License Activation 21 1.3. Scan Files with Metadefender Core 21 2. Installing or Upgrading Metadefender Core 22 2.1. Recommended System Requirements 22 System Requirements For Server 22 Browser Requirements for the Metadefender Core Management Console 24 2.2. Installing Metadefender 25 Installation 25 Installation notes 25 2.2.1. Installing Metadefender Core using command line 26 2.2.2. Installing Metadefender Core using the Install Wizard 27 2.3. Upgrading MetaDefender Core 27 Upgrading from MetaDefender Core 3.x 27 Upgrading from MetaDefender Core 4.x 28 2.4. Metadefender Core Licensing 28 2.4.1. Activating Metadefender Licenses 28 2.4.2. Checking Your Metadefender Core License 35 2.5. Performance and Load Estimation 36 What to know before reading the results: Some factors that affect performance 36 How test results are calculated 37 Test Reports 37 Performance Report - Multi-Scanning On Linux 37 Performance Report - Multi-Scanning On Windows 41 2.6. Special installation options 46 Use RAMDISK for the tempdirectory 46 3. Configuring Metadefender Core 50 3.1. Management Console 50 3.2.
  • List of Word Processors (Page 1 of 2) Bob Hawes Copied This List From

    List of Word Processors (Page 1 of 2) Bob Hawes Copied This List From

    List of Word Processors (Page 1 of 2) Bob Hawes copied this list from http://en.wikipedia.org/wiki/List_of_word_processors. He added six additional programs, and relocated the Freeware section so that it directly follows the FOSS section. This way, most of the software on page 1 is free, and most of the software on page 2 is not. Bob then used page 1 as the basis for his April 15, 2011 presentation Free Word Processors. (Note that most of these links go to Wikipedia web pages, but those marked with [WEB] go to non-Wikipedia websites). Free/open source software (FOSS): • AbiWord • Bean • Caligra Words • Document.Editor [WEB] • EZ Word • Feng Office Community Edition • GNU TeXmacs • Groff • JWPce (A Japanese word processor designed for English speakers reading or writing Japanese). • Kword • LibreOffice Writer (A fork of OpenOffice.org) • LyX • NeoOffice [WEB] • Notepad++ (NOT from Microsoft) [WEB] • OpenOffice.org Writer • Ted • TextEdit (Bundled with Mac OS X) • vi and Vim (text editor) Proprietary Software (Freeware): • Atlantis Nova • Baraha (Free Indian Language Software) • IBM Lotus Symphony • Jarte • Kingsoft Office Personal Edition • Madhyam • Qjot • TED Notepad • Softmaker/Textmaker [WEB] • PolyEdit Lite [WEB] • Rough Draft [WEB] Proprietary Software (Commercial): • Apple iWork (Mac) • Apple Pages (Mac) • Applix Word (Linux) • Atlantis Word Processor (Windows) • Altsoft Xml2PDF (Windows) List of Word Processors (Page 2 of 2) • Final Draft (Screenplay/Teleplay word processor) • FrameMaker • Gobe Productive Word Processor • Han/Gul
  • Getting Started with Conceptdraw PROJECT for Windows

    Getting Started with Conceptdraw PROJECT for Windows

    Getting Started with ConceptDraw PROJECT v10 for Windows CS Odessa corp. Getting Started with ConceptDraw PROJECT v10 for Windows Contents GETTING STARTED WITH CONCEPTDRAW PROJECT ...........................................3 CREATING PROJECTS .........................................................................................4 ASSIGNING RESOURCES ....................................................................................5 SETTING THE CALENDAR ...................................................................................7 ADDING DETAILS ..............................................................................................8 MILESTONE .....................................................................................................8 HYPERNOTE ....................................................................................................8 MANAGING MULTIPLE PROJECTS .......................................................................9 PROJECT REPORTS ............................................................................................10 PRESENTING YOUR PROJECT .............................................................................11 INTEGRATING WITH OTHER CONCEPTDRAW OFFICE APPLICATIONS .................12 CONCEPTDRAW DIAGRAM .................................................................................12 CONCEPTDRAW MINDMAP .................................................................................13 WORKING WITH OTHER APPLICATIONS ............................................................14
  • Return of Organization Exempt from Income

    Return of Organization Exempt from Income

    OMB No. 1545-0047 Return of Organization Exempt From Income Tax Form 990 Under section 501(c), 527, or 4947(a)(1) of the Internal Revenue Code (except black lung benefit trust or private foundation) Open to Public Department of the Treasury Internal Revenue Service The organization may have to use a copy of this return to satisfy state reporting requirements. Inspection A For the 2011 calendar year, or tax year beginning 5/1/2011 , and ending 4/30/2012 B Check if applicable: C Name of organization The Apache Software Foundation D Employer identification number Address change Doing Business As 47-0825376 Name change Number and street (or P.O. box if mail is not delivered to street address) Room/suite E Telephone number Initial return 1901 Munsey Drive (909) 374-9776 Terminated City or town, state or country, and ZIP + 4 Amended return Forest Hill MD 21050-2747 G Gross receipts $ 554,439 Application pending F Name and address of principal officer: H(a) Is this a group return for affiliates? Yes X No Jim Jagielski 1901 Munsey Drive, Forest Hill, MD 21050-2747 H(b) Are all affiliates included? Yes No I Tax-exempt status: X 501(c)(3) 501(c) ( ) (insert no.) 4947(a)(1) or 527 If "No," attach a list. (see instructions) J Website: http://www.apache.org/ H(c) Group exemption number K Form of organization: X Corporation Trust Association Other L Year of formation: 1999 M State of legal domicile: MD Part I Summary 1 Briefly describe the organization's mission or most significant activities: to provide open source software to the public that we sponsor free of charge 2 Check this box if the organization discontinued its operations or disposed of more than 25% of its net assets.
  • Inequalities in Open Source Software Development: Analysis of Contributor’S Commits in Apache Software Foundation Projects

    Inequalities in Open Source Software Development: Analysis of Contributor’S Commits in Apache Software Foundation Projects

    RESEARCH ARTICLE Inequalities in Open Source Software Development: Analysis of Contributor’s Commits in Apache Software Foundation Projects Tadeusz Chełkowski1☯, Peter Gloor2☯*, Dariusz Jemielniak3☯ 1 Kozminski University, Warsaw, Poland, 2 Massachusetts Institute of Technology, Center for Cognitive Intelligence, Cambridge, Massachusetts, United States of America, 3 Kozminski University, New Research on Digital Societies (NeRDS) group, Warsaw, Poland ☯ These authors contributed equally to this work. * [email protected] a11111 Abstract While researchers are becoming increasingly interested in studying OSS phenomenon, there is still a small number of studies analyzing larger samples of projects investigating the structure of activities among OSS developers. The significant amount of information that OPEN ACCESS has been gathered in the publicly available open-source software repositories and mailing- list archives offers an opportunity to analyze projects structures and participant involve- Citation: Chełkowski T, Gloor P, Jemielniak D (2016) Inequalities in Open Source Software Development: ment. In this article, using on commits data from 263 Apache projects repositories (nearly Analysis of Contributor’s Commits in Apache all), we show that although OSS development is often described as collaborative, but it in Software Foundation Projects. PLoS ONE 11(4): fact predominantly relies on radically solitary input and individual, non-collaborative contri- e0152976. doi:10.1371/journal.pone.0152976 butions. We also show, in the first published study of this magnitude, that the engagement Editor: Christophe Antoniewski, CNRS UMR7622 & of contributors is based on a power-law distribution. University Paris 6 Pierre-et-Marie-Curie, FRANCE Received: December 15, 2015 Accepted: March 22, 2016 Published: April 20, 2016 Copyright: © 2016 Chełkowski et al.
  • Dotproject 1.0

    Dotproject 1.0

    Ulasan CD | Klinik | Ulasan | Linux Ready | Utama | Bisnis | Feature | Tutorial SOFTWARE Hasil Tes dan Ulasan Software dotProject 1.0 WEB-BASED PROJECT MANAGEMENT Sifat: Free Software Lisensi: dotProject License Pengembang: tim dotProject Situs web: http://www.dotproject.net erencanaan tentunya merupakan hal yang penting bagi suatu P perusahaan. Perusahaan yang memiliki rencana kerja yang baik tentu akan menghasilkan lebih daripada perusahaan yang rencana kerjanya berantakan. Apalagi jika dibandingkan dengan perusahaan yang dotProject. rencananya tidak jelas. Banyak tool yang bisa digunakan untuk platform sistem operasi. Instalasinya dapat style sesuai selera. Ketika style baru membantu kita dalam merencanakan dan dilakukan dengan mudah dengan mengedit diaplikasikan, Anda akan merasa seperti mengatur proyek. Sebut saja tool hebat dan satu atau dua file php. Namun, untuk menggunakan aplikasi lain. Namun, fasilitas populer di Microsoft Windows seperti menjalankan dotProject, terlebih dahulu ini bukannya tidak memiliki kekurangan. Microsoft Project. Atau ada pula MrProject Anda harus memiliki Apache, PHP dan Penggunaan CSS yang terkadang tidak teliti di Linux. Semua tool tersebut dapat MySQL yang bekerja dengan baik. Untuk membuat berbagai komponen form HTML digunakan untuk membantu kita dalam saat ini, instalasi ketiganya dapat dilakukan menjadi terlihat aneh—kalau tidak terlalu membuat perencanaan dan manajemen dengan relatif mudah, apalagi jika Anda besar, maka terlalu kecil sehingga banyak proyek yang lebih baik. menggunakan distro-distro
  • (ERP) Buyer's Guide

    (ERP) Buyer's Guide

    Enterprise Resource Planning (ERP) Buyer’s Guide Includes a Category Overview, Top 10 Questions to Ask, Plus, a Capabilities Reference of the Leading 24 Providers for Enterprise Resource Planning Enterprise Resource Planning 2017 Buyer’s Guide anagement INTRODUCTION: Running a business can be a pretty tricky situation. With so many dependent business components, from inventory to finances, your organization can easily turn into a serious mess. That’s why most 21st century businesses are utilizing Enterprise Resource Planning (ERP) software. With a number of possible symptoms indicating that you might need an ERP solution, it’s important to recognize that each situation is unique and that it’s important to find the ERP solution that’s right for you. There are a number of reasons why your business may need an ERP solution, and with so many vendors specialization in niche industries, you’re sure to find a solution that fits your needs. A few of the biggest benefits you’ll see from an ERP investment are: 1. One Software for a Number of Processes A good ERP system condenses a number of different processes into one easy to use application. 2. Easy Access to Information about your Business The pace of business is faster today than ever before, which means employees across your company need immediate access to key data. With an ERP solution, executives can get a holistic view of business operations at any time, while other staff can get the information they need to do their jobs more effectively. 3. Financial Management AN ERP system with a strong financial component can ensure that companies meet financial reporting and tax requirements with a single accounting, banking, and payment system.
  • Best Practice for Selecting Software to Support NPD Process Management

    Best Practice for Selecting Software to Support NPD Process Management

    Best practice for selecting software to support NPD process management Janaina M. H. Costa, Creusa Sayuri T. Amaral, Henrique Rozenfeld University of Sao Paulo e-mail: [email protected] Abstract: The use of software solutions is one way to improve NPD processes. However, this practice is still underestimated due to the lack of a comprehensive selection process of software toward the necessities of SME´s NPD. Therefore, this paper presents a method that allows SME to analyze and select software, on their own, which supports NPD processes. The method systematizes the search of empirical knowledge about NPD best practices. This knowledge may be updated by a community of practices based on previous experiences of selecting and applying new solutions to NPD. This can be reused as a background for enterprises to define their criteria without starting from the very beginning. This paper also reports an empirical application which highlights the criteria used to select the software. Keywords: NPD best practices; tool selection, reference model. 1. Introduction may not take place at technological SMEs. While they may not be able to afford external consultants, they still need Today’s small and medium technological enterprises to adopt tools and software that best meet their financial, (SMEs) are organizing into networks so as to (1) increase cultural and technological requirements. their visibility in the marketplace, (2) share experiences, Fortunately, a lot of free software that supports NPD can knowledge and abilities and (3) seek new ways to reduce be found on the Internet, thus, SMEs can take advantage of costs. Nonetheless, there remains the challenge of promoting them to improve their NPD processes.