Effective Competencies Design

Competency models generally consist of 8 to 16 competencies that are clustered by type (for example, task management, people management, and communication). Each competency is labeled and clearly defined, as well as anchored by several example behaviors that distinguish the competency. Examples of commonly used competencies that reflect the work performance domain include leading/deciphering, supporting/cooperating, interacting/presenting, analyzing/interpreting, creating/conceptualizing, organizing/executing, adapting/coping, and enterprising/performing. These competencies, or variations thereof, are repeated in organizational competency models across a wide range of organizational types and industries. Such models are intended to serve as a blueprint for outstanding performance, helping employees to identify the skills and abilities that are valued by the organization and that foster advancement and long-term success. Competency models are often viewed as a roadmap of behaviors that can be used to recruit, attract, retain, reward, compensate, and develop employees while adding strategic advantage to the organization.

[According to J. H. Zenger and J. Folkman, (2002),] the actual process of creating competency models involves identifying and defining the competencies, or combinations of knowledge, skills, traits, and abilities, that enable effective job performance or leadership within the context of a particular organization. There are several possible ways of developing an organizational competency model, such as utilizing do-it-yourself processes that rely heavily on generic competency dictionaries [see the U.S. Department of Labor sponsored website, Career One Stop], selecting an off-the-shelf competency model, or employing consultants to develop a customized model. As you might imagine, the do-it-yourself and off-the-shelf approaches, although attractive, may not be specific enough to your organization and culture to have a meaningful impact. Additionally, off-the-shelf approaches rarely receive a high level of buy-in from senior leaders and front-line managers.

In contrast, developing a customized competency model, with or without the assistance of consultants, ensures that the competencies selected for inclusion in the model are aligned with the organization’s values and performance expectations and helps facilitate buy-in from senior leaders early in the competency modeling process. Although a comprehensive, research-based approach to competency modeling has yet to be developed, the following have been identified as critical steps in the competency modeling process:

• Use existing job-relevant materials (e.g., job descriptions) and organizational directives (e.g., mission or strategic objectives) to inform the selection of appropriate competencies.
• Work closely with senior managers in the development of the competency model to ensure that you have their buy-in and support.
• Demonstrate the link between competencies and business outcomes.
• Implement the new competency model in phases to solicit buy-in across the organization.
• Integrate with existing training/development and performance management practices.
• Reevaluate your competency model on a regular basis to ensure that the competencies are still relevant to individuals and jobs across the organization.

Excerpted from Scott P. Mondore, Shane S. Douthitt, and Marisa A. Carson, Business-Focused HR: 11 Processes to Drive Results (SHRM, 2011).