A critical success factor in competency model/capability model development is the ability to have the model written in the language of those who will be using it. It should NOT be in HR/Learning terms.
1) Take a step back and look at the model from a holistic approach. Is it easy to consume? By that I mean, do you have to read it, then re-read it to know what it means? Or is it in “easy to read” language – the language of the people using it so they can know what great looks like? Often we see a good capability model written in a way that is very academic. The person who is writing it looks very smart, but the capability model itself cannot easily be consumed by the end user. It should read as people in that role speak. It should state clearly what someone should be able to do.
2) Look at the model from a volume check. We used to see models between 25 and 40 skills. Now they trend toward 15-25.
That translates into about 15-25 minutes to perform an assessment.
Keep in mind a manager’s participation when considering volume – if they average 10 direct reports and they are assessing team members, do the math.
A competency model should describe what “great” looks like – what is critical to success in the role – not be a complete task analysis of everything they do.
3) Look at the model as a professional in that role. Are there things in it that are extraneous? For example, do they include tasks that people may do, but are not critical to success in that role or may not be done by some at all? Sales Transformation and Enablement guru @Mike_Kunkle recommends focusing on what the top 20% do. Ignore the things they don’t do, which is part of what sets them apart.