Last updated on
2024年8月21日
How do you communicate and implement the competency models in your organization?
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Before you launch your competency models, you need to define the purpose and scope of the initiative. What are the objectives and benefits of using competency models? How do they support the organization's vision, mission, and strategy? Who are the target audiences and users of the competency models? How will they access and use them? How will they be integrated with other talent management systems and processes? Answering these questions will help you clarify the rationale and expectations of the competency models, as well as the roles and responsibilities of different stakeholders.
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To effectively communicate and implement competency models, I: Define Clearly: Present competencies with precise, actionable descriptions. Engage Stakeholders: Collaborate with leaders and teams to ensure alignment. Provide Training: Conduct sessions to integrate competencies into roles and evaluations. Embed in Processes: Incorporate models into recruitment, performance reviews, and development plans. Monitor and Adjust: Collect feedback and refine implementation for ongoing effectiveness. This approach ensures competency models are clearly understood and seamlessly integrated.
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I would put the buy-in of the different stakeholders at the forefront of this process, then comes the direct managers (as the secondary stakeholder and main user)
Once you have defined the purpose and scope, you need to communicate the competency models to your target audiences and users. You can use various channels and methods, such as presentations, workshops, webinars, newsletters, intranet, posters, flyers, or videos, to explain the concept, components, and benefits of the competency models. You should also provide examples and scenarios of how the competency models can be applied in different situations and tasks. Moreover, you should encourage feedback and questions from your audiences and users, and address any concerns or issues they may have.
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As it is a continuously developing process, the feedback of both management and the primary users (employees and direct managers) is crucial in getting your competency framework tighter and fitter for the organization.
After you have communicated the competency models, you need to train the users and stakeholders on how to use them effectively. Depending on the level and role of the users and stakeholders, you may need to provide different types of training, such as orientation, coaching, mentoring, or certification. The training should cover the following topics: how to access and navigate the competency models, how to identify and assess one's own and others' competencies, how to plan and implement competency-based development activities, how to monitor and evaluate competency-based performance outcomes, and how to handle challenges and opportunities related to the competency models.
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Let's also not forget developing hiring managers on how to conduct a proper Competency Based Interview (CBI). From my experience, sadly that is always lacking. and conducting CBIs is an effective way of ensuring fair treatment to all candidates and can increase the rate of a better hire and decrease the rate of unfair hiring practices.
The final step is to implement the competency models in your organization's talent management processes and systems. You need to ensure that the competency models are aligned with the organization's culture, values, and policies, and that they are consistent and transparent across different functions and units. You also need to ensure that the competency models are updated and reviewed regularly, based on feedback, data, and best practices. Furthermore, you need to monitor and measure the impact and effectiveness of the competency models, using indicators such as employee satisfaction, retention, productivity, quality, innovation, and customer satisfaction.
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(The direct manager - The hiring managers - The evaluators): Those are usually the ones tasked with the appraisal of the competencies (especially the technical ones) therefore they should be frequently developed on the ways of evaluations to avoid misuse. It is my honest opinion that if this should be led by a group of certified and accredited evaluators and not the direct manager. As it would blend in the continuous unfairness that we see when we have a performance cycle, but due to the costs and depending on the size of the organization, that might not be the right approach, and finally, don't have a competency framework just to have a competency framework, it is a very great tool that helps in many ways, if used properly.
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