Changing corporate culture isn’t easy. Whether the result of a merger or acquisition, or simply the result of an internal transformation, the most difficult part is showing each person how the change in culture directly impacts them. Even when culture isn’t changing, communicating culture to new hires is tough. That’s where competency models can help.
When a competency model is developed properly, it contains the categories or competencies of things that people need to be able to do within a role to be successful. By successful, we mean to accomplish their part of corporate strategy. (For more on that, see my blog on the value of a competency model.) The model contains the tasks and skills required to demonstrate competence in each category. It contains the behavioral examples of what a skill looks like at various levels of proficiency, and the proficiency level needed for that job.
There are 2 places where we can weave culture into competency models: the description of the task or skill, and the behavioral examples.
Let’s look at an example. What message does it send if you were to see a skill, “Create a partnership with the customer so they feel I work for them”? Are you internally focused or externally focused? When someone in the role sees that skill in their model, they learn that customer-focus is extremely important. Likewise, “Identify opportunities for process improvement and optimization” communicates that you should always be looking at continuous improvement.
And this approach continues into the behavioral examples. Let’s say you are creating examples of behaviors at various levels of proficiency, and you are trying to instill a culture of learning. For the skill “Use appropriate sources to develop industry expertise and insight”, you might have:
- Occasionally read industry related publications, web sites, blogs, and new to maintain industry awareness
- Read industry related publications, web sites, blogs, and news quarterly to maintain industry awareness
- Dedicate at least an hour each week to reading and exploring industry information to stay up to speed
- Receive daily news alerts from key sources including industry and customer sources and social media, but allocate 2-3 hours a week for learning
- Recognize that the more I know about my customer’s business, the more I can help them – so I review customer news daily or as it happens and allot at least 30 minutes a day for learnin
Just creating a competency model alone will not communicate or change your culture. You next need to make those models accessible. People must be able to assess their skills against them, so they become self-aware of any gaps in both skill and behavior. And they must re-assess their skills at least quarterly, as part of a routine, so they can continue to refine their behaviors against the skills and behaviors that are important to the organization, and changes can be easily operationalized.
If you want to ensure that the organization embraces your corporate culture, or you’re trying to change the existing culture, consider embracing competency models.
Also at: https://www.td.org/Publications/Blogs/Career-Development-Blog/2016/01/Communicating-Culture and https://www.linkedin.com/pulse/how-ease-pain-communicating-culture-so-its-like-pulling-cheryl-lasse