Competency
Framework
What is a competency?
Competencies are also called: behaviors, skills, values, performance
dimensions or performance standards. Where goals or objectives describe
"what" you want an employee to accomplish, competencies describe "how"
you want them accomplished. As such, cultivating and managing
competencies is an important way to foster employee and organizational
high performance. They're also a key way to define and strengthen your
organizational culture and to strengthen your competitive differentiators.
How do you create a competency framework or model?
You create a competency framework or model for your organization and for
each position in your organization by identifying the key abilities required to
improve performance and achieve success.
1. Identify core or organizational competencies; they will exist in all
company jobs.
When choosing core or organizational competencies, identify the abilities
that:
Embody or represent your organizational culture
Are required for success or leadership in your industry
Support your organization's strategic goals
Set your organization apart from the competition
For example, you might select competencies like innovation, creativity,
quality, customer focus, or safety, as your core organizational competencies.
In general, it's best to identify the 4-6 most important core competencies for
your organization. A larger number of competencies will be difficult to
cultivate and will dilute your efforts.
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Then, for each competency, create:
A short description
Examples of the behavior to provide clarity
Descriptions of the levels of mastery
Suggested learning activities to help develop increased mastery
There are lots of off-the-shelf competency libraries available to help you with
this exercise. You can use the competencies and definitions included as is,
modify them to suit your own industry, culture and requirements, or create
your own specific library of competencies from scratch.
2. Identify job-specific competencies; each job or job families will
have different competencies according to the job requirements
(Technical, managerial, personal competencies).
Once you've identified your core competencies, you can repeat the exercise
for each role or area in the organization.
When choosing job-specific competencies, identify the abilities that are
required for success and high performance in the job.
Some organizations also choose to identify a set of leadership competencies
that they want embodied by all levels of their management team.
Again, try to keep the number of competencies you identify for each job
reasonable and manageable with specific definitions.
The competencies in your framework or model should remain relatively
constant over time. But you should periodically revisit your list and
definitions to ensure they still reflect your needs and support your strategy;
this is especially important if your organization or industry experience a
major shift that impacts your competitive landscape.
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Now what do you do with your competency framework or
model?
Cultivate them in your organization — at all levels. Here are some
suggestions for how to do that:
Communicate your competencies to all employees. You can: make a
competency handbook available to all employees, post the list and
definitions of your competencies on your Intranet, include
competencies in your employee handbook, post some or all of them in
a lunchroom, discuss them in your employee newsletter, etc.
Include core and job-specific competencies in job descriptions so every
employee knows what is expected of them.
Include core and job-specific competencies in job requisitions so you
hire people who already demonstrate these competencies.
Include core and job specific competencies in performance
appraisal forms so managers assess every employee's demonstration
of them and put development plans in place where performance gaps
exist.
Make sure you reward employees based on their demonstration of
competencies as well as their achievement of goals.
Ensure your learning organization has a variety of learning paths and
learning activities to help develop the competencies in your
framework. Map your learning activities to the specific competencies
they help develop. This competency mapping guides managers and
employees in their selections.
Make your core competencies a part of your organization's
"vocabulary" and ensure they're included or referenced in employee
communication, corporate presentations, etc.
Your competency model and the specific competencies you assign to each
job provide a blueprint for your managers and employees, so they develop
the skills they need to succeed as individuals and the skills your organization
needs to excel in its market. By identifying, defining and cultivating core,
leadership and job specific skills or competencies, you create strong culture,
foster high performance and align your workforce.
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Sales Representative Job Description
(Measuring Behavior & Results)
Activities Competencies Key Accountabilities KPIs
(How/Behavior) (What/Results)
Develop new sales campaigns and Technical Competencies: Sales Revenue # annual profit
approaches. Sales Planning and Organizing (60%) from current
Identify new sales areas, including new Selling Skills customers.
types of customers and methods for Product Knowledge # annual value of
expanding business with existing new contracts
customers.
Work with the Marketing Dept. to
develop promotional efforts and direct
contact with customers
Administer customer accounts;
negotiate product bundles, price
quotes, negotiate service provision.
Educate customers on new products, Technical Competencies Satisfied Customers % satisfied
new uses, educate other company staff Customer Focus (30%) customers based
on how to do the same. on survey results
Establish relationships with business Personal Competencies
leaders and decision makers. Negotiation Skills
Establish and build long-term business Problem Solving
relationships resulting in completed
sales.
Maintains relationships with clients by
providing support, information, and
guidance.
Enter, track and update leads and Personal Competencies Completed Reports # days to submit
prospects on a daily basis. Communication Skills (30%) contract reports.
Report results in regular sales # days to submit
meetings. call reports.
Communicate & follow up effectively Personal Competencies Collection of $ outstanding
with accounting dept. regarding Negotiation Skills overdue accounts balances more
customer due amounts. Problem Solving (5%) than 120 days old.
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Technical Competencies Definitions:
Product Knowledge
Effectively understand products features and present their benefits accurately and persuasively.
Customer Focus
Making customers and their needs a primary focus of one’s actions; developing and sustaining productive customer
relationships.
Sales Planning and Organizing
Establishing courses of action for self and others to ensure that work is completed efficiently.
Selling Skills
Using appropriate interpersonal styles and communication methods to gain acceptance of a product, service, or
idea from prospects and clients.
Personal Competencies Definitions:
Negotiation Skills
Effectively exploring alternatives and positions to reach outcomes that gain the support and acceptance of all
parties.
Communication Skills (Oral)
Demonstrate the ability to convey thoughts and express ideas effectively using speech in individual or group
situations; attends to and fully comprehends what others are saying.
Communication Skills (Written)
Demonstrates the ability to express ideas, thought and concepts clearly in writing, using correct and appropriate
grammar, organization and structure.
Problem Solving
Identifies problems and uses logic, judgment, and data to evaluate alternatives and recommend solutions to
achieve the desired organizational goal or outcome.
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