Designing and Implementing a Competency Framework
Competency frameworks are an essential vehicle for achieving organizational performance they are embraced by progressive organizations who integrate frameworks to inform their recruitment and selection, performance management and succession planning activities. But where do you start?
Designing and implementing a competency framework can be time consuming and frustrating if it is not well received by the business. This highly interactive event will enable you to develop, construct and apply the techniques of competency framework development.
We will also explore and develop approaches to sell the benefits of a competency based approach to managers and employees who are stakeholders in the initiative. The workshop materials will include comprehensive templates for you to take away to continue to construct and maintain your framework.
Recent reviews of designing and implementing a competency framework
Hello Joy, I just wanted to drop you a quick note to thank you very much for all the effort you have put into working with us. I feel we made great strides last Tuesday and it’s only since I’ve had a chance to really think it through today that I fully appreciate the progress we made.
I especially appreciated how you were able to question us so thoroughly and deep dive into what really matters in our organisation. You seem to have a really good ‘grasp’ of how we do things and how it fits together at Jaguar Land Rover which is not easy! I’ll continue to review your inspirational materials and thank you again..
We had our first workshop on Monday and it went incredibly well The Organisational Capabilities you challenged us to set have really landed well and seem to be working for our teams in practice, so it’s all starting to feel very ‘real’ now – all very exciting!
Strategic Alignment of Human Resource Departments
- The three levels of strategic decision making
- Corporate level, Business level and Functional level strategies
- Preparing to integrate with these strategies: Activity Let’s begin by asking questions!
- Being Clear -The vision – How do we see ourselves in the future?
- Where is the business trying to get to in the long-term (direction)
- Which markets should a business compete in and what kind of activities are involved in such markets? (markets; scope)
- How can the business perform better than the competition in those markets? (advantage)?
- What resources (skills, assets, finance, relationships, technical competence, and facilities) are required in order to be able to compete? (Resources)?
- What external, environmental factors affect the businesses’ ability to compete? (Environment/Climate)?
- What are the values and expectations of those who have power in and around the business? (Stakeholders)
- Is my organisation in a state of readiness to take advantage of a competency based approach?
- Uses of Competencies as an aid to identify standards and measurement
Where do I start?
- Clarifying what you intend to get out of the competency framework and which internal processes will be involved.
- Using competencies to reduce subjectivity during recruitment and selection
- Performance management – overcoming the limitations of objectives design your competency statements to describe
- What should be delivered and How Well or to what degree of competence
- Clear competency statements will help to clarify precisely what needs to be learned or further developed. Therefore training needs become far more specific
- Succession is inevitable! Succession process should identify the competencies required by individuals in your talent pool and prepare them for a seamless transition into their role.
Collecting the Information
- Ensuring the relevance, validity and accuracy of the competency statements
- Ensuring a forward focus – identifying future focused competencies
- Analysing Actions, Skills, Knowledge, Attitude, Behaviour and Emotions
- Critical Incident Analysis – examining unexpected success and failures
- Competency Based Behavioural Event Interviews
- Repertory Grid and Comparative Analysis
- Job Analysis
Constructing a Competency Framework
A competency framework that is constructed with very specific criteria can often restrict people; however, some roles are subject to regulatory and legal processes that must be followed without deviation. This session will provide you with the tools to design and structure your framework.
- Examining effective and ineffective competency statements
- Avoiding restrictive competency statements
- Ensuring competency statements are justifiable against grievances, employment tribunals and compliance bodies
- Writing competency statements for your role
- Identifying grades or levels
- Designing a core competency framework based on group values
- Exploring rating scales and their suitability for your organisation
Day 2 – Planning a Pilot Study – Communicating the benefits
- What to pilot –checking your intentions
- Influencing the perceptions of those involved
- Identifying the training needs of those involved in the pilot
- The supporting processes and documentation required to support your competency framework implementation.
- The Benefits of an Integrated Framework to Performance Management
- Utilising the process to improve performance
Roles and Capability
- How role statements can contribute to performance management
- Generic roles, contribution levels, and Business areas
- What is capability? Knowledge, skills and behaviour?
- What is achievement? – Assessing achievement and capability
- Application of achievement ratings
- How to focus on contribution and not task, role purpose and not activity
Preparation & Planning for Competency-Based Performance Management Interviews
- Providing advice and guidance for employees: how can they provide evidence of demonstrating the competencies
- Designing the interview framework around the competency framework
- Formulating evidence based questions
- Appraising against key competencies and contributions
- Acknowledging natural competencies – personality traits and characteristics that enhance performance in the role
- Considering the future requirements of the role
Identifying Competency Based Learning and Development Needs
- From Unconscious Incompetence to Unconscious Competence – knowing where employees are on the learning ladder
- Articulating competency based training needs in terms of core competencies and sub-competencies
- Identifying methods of Training Needs Analysis methods for technical skills, behavioural skills and knowledge requirements
- Ensuring focus on competencies in learning objectives
- When should employee training become competency-based, and when should it be delivered traditionally?