Designing and Implementing a Competency FrameworkJoy Wilson2023-08-06T16:33:25+00:00
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 when Designing and Implementing a Competency Framework?
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..
Louise Harrison, Jaguar Landrover Powertrain Capability
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!
Ruth Noake, Jaguar Landrover
Who will Benefit?
This highly interactive event utilizes a range of practical activities to enable you to develop, construct and apply the techniques of competency framework development. During the workshop you will develop your knowledge through a range of learning methodologies including: facilitated learning, case studies and personal feedback. The workshop materials will include comprehensive templates for you to use to construct your framework. Representatives from organisations who wish to identify and apply a competency based approach to a range of functions including: Recruitment and Selection, Talent Management, Employee Development and Performance Management
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. Writing a competency specification for a training programme
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. Linking with your organisations intentions for the future
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
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.
Assessing effective and ineffective competency statements
Avoiding restrictive competency statements
Ensuring competency statements are defensible against grievances, employment tribunals and compliance bodies
Writing competency statements for your role
Identifying grades or levels
Designing a core competency framework based on your organisations 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 implement your competency framework.
The Benefits of an Integrated Framework to Performance Management
Utilizing 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 and recognizing complacency – 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?