Building Competency
Frameworks
Module 1
Some Underlying Assumptions
Senior leadership must hold accountability for the process
The process works best when you involve people at all levels of the organization
Competencies should be written in ways that are easy for everyone in the organization to
understand
The best way to do this is to use specific behavioral terminology
Competency profiles should be vetted by the people who do the work
Charts make understanding easier
Some More Underlying Assumptions
Things change so competencies should be reviewed from time to time
Competencies must drive organization structure, job design, selection, training
and learning development, compensation and performance management
Core competencies should be consistent throughout the organization
Each level of the organization should have specific translations of the core
competencies that reflect the actual work that they do
There are many ways to get to the same goal, so use the process that works for
the organization
Technical competencies are outside the scope of the process
Course Objectives
By the end of the process participants can expect to be able to:
Use Nominal Group Technique to identify, build consensus, and validate core competencies and
associated behaviors
Use focus groups to validate and describe competencies
Write core competencies, behaviors and competency descriptors
Develop schematics to present the competencies organization-wide
Link competencies to all organizational HR practices
Develop a power point that can be used to support participants’ consulting practice
Our Agenda:
• Day 1 – Overview of the competency development process
• Days 2 and 3 – Using Nominal Group Technique
• Day 4 – Writing core competencies and behaviors
• Day 5 – Leveling behaviors, writing descriptors and building schematics
*Each of these would normally take one training day. Experience will determine if we need additional time.
NOTE: The competency development process is not likely to be 5 days. I usually allow at least one month
because of the time necessary for meetings with multiple groups to develop the profile, to build the schematics
and linkages to HR processes, and build leadership commitment as well as the research necessary for
validation.
The Competency Development
Process
• Develop and write core competencies
• Test and achieve consensus
• Identify and write critical behaviors for each core competency
• Test and achieve consensus
• Write descriptors
• Test and achieve consensus
• Develop display format
• Obtain senior leadership approval
Some Basic Definitions
• Competencies are abilities, skills, knowledge, motivations or traits
defined in terms of the observable behaviours needed for successful
job performance.
• Core Competencies are defined as the few critical skill sets
employees need to be successful within an organization, and for the
organization to achieve its objectives.
• Functional / Technical Competencies are those competencies
required for successful job performance in a specific role or position
in addition to the core competencies.
Three Elements of a
Competency
• The Descriptor – describes in general terms the skill set necessary to
accomplish the performance or task
• The Competency – describes in measurable, observable, reliable, and
active language the performance or competency
• The Behaviors – describe the single observable activities that are
necessary to satisfactorily accomplish the competency
How do you describe a competency?
Preparing rice
• Assemble all utensils and ingredients and cook rice over heat such
that it tastes good
Or
• Makes very good rice
What does a competency look like?
Let’s make rice
• The skill set:
• Find rice
• Find a pot
• Put pot on heat
• Add water
• Bring water to boil
• Add rice
• Wait
• When water is gone take off heat
• Taste for doneness
The Core Competencies
The 4 core competencies:
• Put pot on heat
• Bring water to a boil
• Add rice
• Taste for doneness
The Behaviors
Add rice
• Locate rice
• Locate cup
• Measure rice in cup
• Add to water
• Watch for boil
• Set timer for 15 minutes
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Competency model
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i Performance = core competencies + Technical Competencies
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Competency Framework
• A Competency Framework begins with the CORE
COMPETENCIES which define what staff must do to
be successful, reflect the values of the organization
and the direction in which the organization needs to
move in order to fulfill its mandate.
• Core Competencies apply to All individuals within
the organization at varying levels.
Competency Framework
• The Framework defines the competency and
describes the behaviors expected at each level.
• Levels are cumulative.
• Each individual position or groups of positions will
also have their own set of functional or technical
competencies needed to perform the job effectively.
Competency Framework
• Allows the organization to focus on those behaviors that
consistently deliver high standards of performance
• Allows the organization to recruit for those behaviors
• Provides a systematic approach to training staff and
developing leaders.
• Provides staff with a clear road map for career progression.
• All HR Processes must be aligned to the development and
maintenance of these core competencies within the
organization.
Competency based HR
Framework
Training Recruit
& ment&
Develop Selectio
ment
n
Business results
Business plan
Compete
ncy
Framewo
rk
Succes
sion
planni
ng
Recruitment & Selection
• Outlines the behaviors which describe successful
performance within the organization.
• Allows use of behavioral style of interviewing – The
best predictor of future performance is past
performance.
• Recruiters understand the skill sets to select to based
on the competencies required by the position.
• Ensures that the best person is selected for the job
Training & Leadership
Development
• Competencies make it easy to define performance gaps
and identify the need for training and development.
Analysis of gaps identified during performance appraisals
guide the content of the next trainings.
• Technical competencies are more easily addressed through
on the job training, targeted skill training and/or coaching.
• Leadership competencies are defined, so it is possible to
train for those competencies which will be required in
future leaders.
• - developmental assignments
• - mentoring, job shadowing
• - workshops and training sessions
Performance Management
• The organization can define performance expectations in clear
concrete terms
• This provides a solid basis for communication
• Managers and supervisors have clear, observable behaviors upon
which to base evaluations, rather than opinion or a simple list of
tasks.
• Employees have a detailed list of behaviors which they are expected
to demonstrate during the performance of their duties, so
expectation are clear.
Succession Planning
• Employees can see the competencies they need to develop and
demonstrate in order to be considered for promotion.
• Management is able to identify and select employees demonstrating
competencies at a higher level for consideration for further
promotion,
• Upon selecting individuals to be included in the Succession Planning
process, Management is also able to identify areas requiring further
training in order to meet the competency requirements for the next
level.
Some Examples
• The Victorian Order of Nurses for Canada
• The Mongolia Ministry of the Environment