Neubert, Mainert, Kretzschmar, and Greiff (2015) rightly argue that today's business world requires employees to frequently engage in nonroutine, creative, and interactive tasks. The authors go further to describe two potentially important skills—complex problem solving and collaborative problem solving—which they believe can address gaps in our current understanding of employee skill assessment. I contend however that the authors might be reinventing the wheel with this framework, given that the already popular practice of competency modeling satisfies the very deficiencies that the authors argue exist. To expand on this argument, I will first provide a brief history and discussion of what competency modeling is, followed by an explanation of several key benefits of this approach in terms of addressing the authors’ concerns. Then, on the basis of my applied experience as an external consultant, I will discuss how I might use competency modeling to address one of the authors’ own example scenarios, which should help identify ways in which competency modeling subsumes Neubert and colleagues’ approach.