PeopleDynamics
WHAT IS IT?
The competency framework is comprised of qualifications, skills, experience, knowledge and personal attributes underpinned by the organisation’s values.
Each competency is assessed at the level required for the position:
Not required: for the role.
Foundational: basic understanding of business structures, operations and financial performance; responsibility for implementing and achieving results through own actions rather than through others.
Intermediate: moderate understanding of overall business operations and measurements, including responsibility for monitoring the implementation of strategy; limited responsibility for colleagues and/or needs to consider broader approaches or consequences.
Seasoned: solid understanding of and consistent ability to apply the competency in most situations; informal responsibility for colleagues and/or needs to consider broader approaches or consequences
Advanced: strong understanding of the organisation’s environment, current strategic position and direction with strong analytical skills and ability to advise on strategic options for the business; formal responsibility for colleagues and their actions; and that their decisions have a wider impact.
Expert: expert knowledge to develop strategic vision and provide unique insight to the overall direction and success of the organisation; formal responsibility for business areas and his/her actions and decisions have a high-level strategic impact.
Desirable: not necessary for the position; however, would be advantageous if the incumbent held this competency.
The organisational competency framework is designed to provide managers with the tools to:
- have competency-based conversations in the context of people management practices,
- provide concrete steps, hints and tips, and
- identify possible questions to explore with individuals.
Competencies are comprised of qualifications, skills, knowledge, experience and personal attributes.
Its purpose is to reinforce the organisation’s vision and mission supported by a strong identity and culture. It also supports people management practices – e.g.:
- recruitment and selection: hire based on experience and competencies,
- learning and development: develop competencies to meet role requirements and performance,
- managing for performance: assess, evaluate and feedback of performance using competencies,
- career development: develop competencies for future roles and match person to current and future roles based on competency strengths; and
- succession planning.