DEVELOPING A COMPETENCY FRAMEWORK

The language used in competency frameworks should be clear and jargonfree. Without clear language and examples it can be difficult to assess the level of competency achieved. When defining competencies, especially when they are used for performance management or competency-related pay, it is essential to ensure that they can be assessed. They must not be vague or overlap with other competencies and they must specify clearly the sort of behaviour that is expected and the level of technical or functional skills (competencies) required to meet acceptable standards. As Rankin (2002) suggests, it is helpful to address the user directly (’you will…’) and give clear and brief examples of how the competency needs to be performed.

Developing a behavioural competency framework that fits the culture and purpose of the organization and provides a sound basis for a number of key HR processes is not an undertaking to be taken lightly. It requires a lot of hard work, much of it concerned with involving staff and communicating with them to achieve understanding and buy-in. The steps required are described below.

Programme launch 

Decide on the purpose of the framework and the HR processes for where it will be used. Make out a business case for its development, setting out the benefits to the organization in such areas as improved performance, better selection outcomes, more focused performance management, employee development and reward processes. Prepare a project plan that includes an assessment of the resources required and the costs.

Involvement and communication 

Involve line managers and employees in the design of the framework (stages 3 and 4) by setting up a task force. Communicate the objectives of the exercise to staff.

Framework design – competency list 

First, get the task force to draw up a list of the core competencies and values of the business – what it should be good at doing and the values it believes should influence behaviour. This provides a foundation for an analysis of the competencies required by people in the organization. The aim is to identify and define the behaviours that contribute to the achievement of organizational success, and there should be a powerful link between these people competencies and the organization’s core competencies (more guidance on defining competencies is provided in Chapter 13). 

The production of the list may be done by brainstorming. The list should be compared with examples of other competency frameworks. The purpose of this comparison is not to replicate other lists. It is essential to produce a competency framework that fits and reflects the organization’s own culture, values, core competencies and operations. But referring to other lists will help to clarify the conclusions reached in the initial analysis and serve to check that all relevant areas of competency have been included. When identifying competencies care must be taken to avoid bias because of sex or race.

Define uses of competency framework

Define exactly how it is intended the competency framework should be used, covering such applications as performance management, recruitment, learning and development, and reward.