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Develop a Competency Framework for an Integrated HR & Talent Management System

An integrated human resources or talent management system is a comprehensive set of human resource functions and programs that share a common architecture or "language" and are organized to complement and reinforce one another.

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Superior Performers
Produce Superior Results

An effective system requires a clear understanding of the competencies required for success in roles, and an accurate assessment of the strengths and weaknesses of employees.

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Send an email to ec@workitect.com

This integration contrasts with a system in which selection decisions are made on one set of criteria, performance is appraised on a second set of criteria, the training function teaches a third set of skills, etc.

consultantsiconConsulting Capabilities

We help organizations develop competency frameworks, models, and applications that connect human resource strategies with business strategies. Each of our consultants has at least thirty years of experience in competency-based human resources, talent management, organization development, instructional design, and leadership development.

Review examples of our demonstrated capabilities

imgConsulting Projects Completed

Our consultants have successfully completed projects for a variety of small, medium, and large-size global organizations, in the public and private sector, focusing on competency models and applications for management, professional, and technical positions.

View examples of completed projects

imgLaunching a Project: Conceptualizing the Approach

The first key step in a consulting project is to decide if and how a project should go forward. It is step 1 in our 6-step process as taught in our Building Competency Models workshop. It includes:

  1. Thinking through the need
  2. Clarifying the need through discussions with the sponsor and other key
  3. stakeholders
  4. Developing an approach
  5. Gaining the sponsor's support for the approach

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Applications

Applications

Competency-based applications have been created for performance management, assessment and selection, succession planning/management, training and development, and workforce management (re-engineering, downsizing, and mergers).

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AssessmentandSelection

Assessment and Selection

Use interviews, assessment centers, and tests to determine a person's competencies and how those competencies match up to the competency requirements of a job.

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SuccessionPlanning

Succession Planning

Ensure that the right person is placed in the right job at the right time. Identify a pool of ready replacements for key jobs, and provide employees with clearly defined career paths and a process to optimize their advancement.

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PerformanceManagement

Performance Management

Shift the emphasis of appraisal from organization results achieved to employee behaviors and competencies demonstrated.

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TrainingandDevelopment

Training and Development

Use a different technique from that of traditional, knowledge-based training programs. Follow a five-step competency-acquisition process, which begins with the knowledge component and ends with on-the-job application.

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TalentManagementSystem

Process of Building a Talent Management System

The process requires analysis and planning, model-building, developing applications, and maintenance. Read more (PDF)

Practical Questions To Answer before Building Competency Models

When planning the development of a competency model or models, there are practical considerations that affect the design of the project, the format and content of the competency model, and the success of the project's implementation. The following seven questions may be useful to professionals responsible for planning and implementing:

  1. What HR application should be included in the initial model building project?
  2. What will the key users of the model need from it?
  3. How should key stakeholders be involved?
  4. How extensive should the data collection be?
  5. How should research be balanced with intuitive approaches?
  6. What format of behavioral descriptors will best suit the application?
  7. How can additional, future competency models be accomodated?

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Client Testimonials

"Workitect brought a significant amount of practical expertise in Competency Model design to the table.  This helped us decide on what the best approach would be early into the project, given our particular corporate culture and context.  Workitect was able to present alternatives that felt right for us, without feeling like we were getting "off the shelf" products." Ruben Decoud Manager, International Human Resources, Mary Kay Inc

"My organization uses the Workitect methodology for writing competency models because it's structured enough to give us direction, but the many tools provided also allow for flexibility. You're not forced into using a cookie-cutter approach when you're faced with time constraints or the complexities that often arise when you're trying to pinpoint success factors for highly technical or ever-evolving jobs. The models we designed using the Workitect approach helped our company revamp our entire performance development process." Mary Kay LaBrie, Corporate Trainer, SCC SoftComputer

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