Identify the competencies that result in superior performance.
Use talent management strategies to select, develop, and retain job-holders who demonstrate the competencies.
Job-holders become more productive, leading to better business results.
The skills and behaviors that outstanding performers demonstrate more often, more skillfully, and with better results than do average performers.
A group of 8-12 competencies that together describe successful performance for a particular job or role, in a particular organization.
A set of competencies that reflect the organization’s culture and values, and have been determined to be essential to carrying out it’s vision, mission, and strategy. The competencies are described in a dictionary to ensure that skills and characteristics are described with the same competency names in the models and applications that are developed.
Identify the competencies that are essential to carrying out the organization's vision, mission, and strategy.
Identify competencies required for effective performance in specific jobs or job categories. Start with senior or mid-level management job.
Develop and communicate implementation guide.Example >
Provides questions and probes for each of 35 competencies. Includes positive and negative behavioral indicators, and a candidate summary. Can be used for panel/group interviews, and is customizable.
A 276-page workbook and resource guide for developing competencies. Provides background on competencies and instruction on setting competency development goals, along with specific suggestions for developing 35 behavioral competencies.
Web-based, online guide containing comprehensive employee development and coaching tools with direct links to developmental resources.
A customizable multi-rater assessment tool providing feedback from direct reports, peers, internal customers and supervisors on a person’s observed strengths and development needs.
""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