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Measuring colleagues using a Competency Framework


We are in the process of creating and introducing a Competency Framework to the business for the first time. I am researching different approaches to measuring colleagues using the framework. Can anyone help? We are really keen to keep it simple, user friendly and easy to understand, whilst ensuring it is effective (highlights development areas and under performance) and encourages useful conversation avoiding the use of the framework becoming a tick box exercise. Can anyone give be a brief overview of what is currently used for measurement out there in the market place? How it is recorded? Thanks so much.

6 Responses

  1. competency frameworks
    Jo, there are a number of competency frameworks available – and the selection depends on the needs of your business, their key goals, business strategy and functional expertise.

    Drop me an email [email protected] and we can discuss this further.

  2. Take a look at MAP Assessment
    Hi Jo

    If you are looking at accurately measuring and benchmarking Mangerial Competence take a look at MAP Assessment. There are assessors based throughout the world, you can find your local UK based one at:

    If you want you can also train to become an assessor yourself and use it internally withing your organisation. This link takes you an information pack.

    Hope this helps


  3. competency framework
    Jo – you have hit the nail on the head re keeping it simple!

    I have designed several and the simplest is a traffic light system- green good performer, amber – ok red underperforming.

    Happy to chat with you if you want – 07834 489326


  4. Please don’t use a competency framework

    Please don’t use a competency framework!

    It’s not possible to construct one list of skill/attributes/behaviours ( or whatever you define competencies to be – and that in itself is contentious) that is applicable to everyone in your organisation. The qualities people need to face particular challenges depend on what they are trying to achieve, with whom, and in what context.

    The real evil of a competency framework, though, is that it tends to focus attention on developing weaknesses, whereas the best ROI from development activities tends to come from enhancing strengths.

    The competency concept is based on the assumption that leadership is a set of personal skills. It isn’t. Leadership is a set of relationships between a person and people, to achieve a particular purpose in a particular context.

    Good luck!


    [email protected]

    01535 645519

  5. Competencies can work
    Jo, I disagree with Larry. A competency framework can work but it depends on how it is positioned in the business. The best ones I have been involved with have clear development guides associated with the competencies with a range of development options. They also recognise that not all competencies apply to all jobs so allow for some element of selection such as

    H = High High importance for current role
    M = Medium Medium importance for current role
    L = Low Low importance for current role
    N/A = Not applicable. Not applicable to current role

    In addition you need to allow that some groups will have technical/professional competencies and so you may have core business competencies that apply to all functions and some that are specialist or specific to a particular department.

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