A business cannot excel and meet its strategic objectives without having a high percentage of superior performing employees at all levels. Consequently, talent management and development has become a critical challenge for organizations. Many organizations have embraced the concept of competence, competencies, and job competency models as a framework for the development of integrated talent management applications. Successful implementation of competency-based applications for assessment and selection, training and development, and performance management, raises the level of performance throughout an organization.
Definitions – a Review of the Major Components
The skills and behaviors that outstanding performers demonstrate more often, more skillfully, and with better results than do average performers. Read more >
A Job Competency Model is…
A group of 8-12 competencies that together describe successful performance for a particular job or role, in a particular organization. Read more >
A Competency Framework is…
A set of 25-40 non-technical 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.
This company developed a comprehensive competency framework for its organization. Workitect provided consulting assistance for the project. Several of their HR staff received training for their role in the project through attendance at our Building Competency Models workshop.
A competency model was developed to identify what drives top performance in management/leadership roles today, and to recognize what will be required from our leaders in the future in order to achieve the organization’s strategic plan. The model established expectations for all managers and leaders going forward.
The Competency Framework established a common language to describe what superior performance looks and feels like. This enabled all employees, but especially those in leadership positions, to gain greater understanding of the requirements of their jobs, identify and maximize their strengths, and enhance their performance against their development needs. It also provided a link between behavioral expectations of success and the corporate strategy. The reason is that appropriate behavior leads to successful performance, which in turns helps the business reach the overall strategic objectives.
The Competency Framework was a key resource to align HR systems and programs to the overall corporate strategy. It provided a structure and consistency of approach that allowed the Human Resource function to better support leaders, and ultimately all employees, by improving the way behavior and superior performance was linked. It also helped create clearer development models and contributed to the way individuals integrate into our culture.
Having a Competency Framework enabled the HR function to better support the business by providing the following benefits:
- A way to communicate and reinforce our core values and visualize the increasing importance of new strategies and ideas
- Consistency in the use of competencies; avoidance of duplication and simplicity of approach
- Alignment of HR policies and processes around a common language
- Measures of individual and organizational capability
- Role Clarity