Chandler Macleod refers to competencies as a cluster of observable behaviours critical to success in a a specific skill area – e.g. “planning and organising” or “delegation’.
A competency-based HR system is only as effective as the quality of the competency model that serves as its foundation. Because the competencies or Success Profiles, will be used for critical areas such as selection, professional development, performance management and succession management, it is extremely important for them to be clear and precise so employees at all levels can use them in a consistent and accurate manner. Industry research and over 50 years of experience indicates that the following characteristics define an effective competency model. We use these criteria to continuously evaluate the competencies that we offer or build for our clients.
- Clear and unambiguous definitions of behaviour
- Each competency measures a distinct skill set
- Applicable across people systems
- User friendly
Chandler Macleod’s competency frameworks have had to develop and flex over time as our clients and their activities have developed. Fundamentally however, the core behaviours we need to display to be successful in given situations have remained relatively consistent. The mix of cumulative practice and client specific tailoring means that our competency frameworks not only resonate with the intended audience, but achieve their intended purpose.
Once having developed a competency framework, it is then critical to conduct an appropriate launch to develop understanding, comfort and ability to use this critical tool to deliver improved outcomes.