Competency Framework Development
Competency mapping is important and is an essential exercise. Every well-managed firm should: have well defined roles and list of competencies required to perform each role effectively.
A competency model is an organizing framework that lists the competencies required for effective performance in a specific job, job family (e.g., group of related jobs), organization, function, or process. Individual competencies are organized into competency models to enable people in an organization or profession to understand, discuss, and apply the competencies to workforce performance.
The competencies in a model may be organized in a variety of formats. No one approach is inherently best; organizational needs will determine the optimal framework.
The competency framework serves as the bedrock for all HR applications. As a result of competency mapping, all the HR processes like talent induction, management development, appraisals and training yield much better results.
Area of Implementation
The behavioural anchors serve as a point of reference for people’s strengths and gaps within their current role. The model could be aligned to planning systems and individual development initiatives.
The tiered nature of the capability model acts as a guide for staff. Staff can clearly see the different behaviours and capabilities that are required at higher levels within the Department. For example, if staff members at level three wished to aim for a future level four position, they may wish to concentrate on building strategic thinking capability, which is an area that increases in importance at the higher level.
Job planning and fit
Similarly, staff can use the capability model to determine whether their personal preferences and skills are likely to align with the capabilities required within their current role or possible future roles. In this way, the model can be used as a measure of job
Individual or group development
In embarking on a professional development strategy for these staff, an assessment needs to be made of both current and desired future workforce capabilities. Organizations can utilize the development centre approach to inform the strategy.
WPFL can construct development centers for each level in the hierarchy balanced by demographics such as work locations; male and female; length of service; and other distinguishing criteria. In assessing workforce capabilities, the development centre approach has several advantages over other methods including:
- Participant performance can be objectively assessed (by independent observers),
- Use of realistic simulations of on-the-job scenarios and measuring performance against a capability framework, and
- It is behaviorally-based, which makes taking developmental action much easier and more practical since there is clear guidance on what the person should do (not on who they need to be).
It is superior to alternative methodologies (for example, surveys) in that it is an illuminative research approach that provides data based on observations from simulations designed to challenge and stretch participants. Using a cross-section of staff at a given level will demonstrate the differences between high, medium and low level performers, with reference to a capability framework. It is difficult to gain this type of meaningful data using other methods.
Based on the results obtained from the Development Centers, the following initiatives can be recommended A review of current learning and development programs, as well as the development of new programs according to the areas identified and developmental best practice.
- Identification and integration of systematic immersive techniques (e.g. secondments, simulations etc.) across the Organization Hierarchy.
- Repeat the development centre at significant strategic time-points (e.g. at a two-year interval followed by a five-year interval) in order to measure organization progress against the capability framework.
- Creation of a succession management program integrative of talent management, leadership development, career management and career progression.
- Creation of a tiered, multi-faceted leadership program for the roles with management functions (which could be linked to a succession management program), that reflects the changing responsibilities of each management level, along with the developmental areas for each position.
- Executive coaching for the highest of the four levels.
- Construction of a five-year strategy and implementation plan around the above recommendations (including a feasibility study or cost-benefit analysis).
Performance Management and Improvement
Performance management is about achieving results in a manner that is consistent with organizational expectations and desired behaviors. Competencies provide expectations for “how” the job is performed, not just “what” gets done. Assessing competencies as a part of performance management is an important means of assisting employees in understanding performance expectations and enhancing competencies on-the-job. Most departments have their own performance management systems. Competencies may play an important role in these systems.