A competency model describes what someone in their role needs to be able to do to achieve their part of corporate strategy. Often the “what” people have to be able to do in the job doesn’t change much, but the “how” people do it successfully does.
In our competency model process, we identify the big buckets of things people need to be able to do, we unpack what they need to be able to do within them (the “what”), then we get to “how” they do it, and what separates good from great (see http://webcasts.td.org/webinar/2235).
Let’s use a product manager as an example. Part of their job is identifying products to build/enhance. That category or competency is the highest level. It’s unlikely to change very often.
Within that category, they need to be able to do various tasks or skills, such as identifying customer problems to solve, and then identifying products to create or enhance that solve those problems. This might change more often than the category, but still not that often.
Now you get down to the “how” people do it at various levels of proficiency. We call these task examples or behavioral examples. It is required to show people how to get from good to great, and helps people objectively and consistently see where they are. The “how”, and the target level of proficiency someone should have in their role to be able to achieve their part of corporate strategy, are the most likely components to change.
We recommend that at least once a year, or after any major event such as a merger/acquisition, product or system launch, you bring together a group of 4-6 high performers to review the model and the details independently, submit feedback in advance which is aggregated for discussion, then come together for an hour session to discuss proposed changes. Most likely, the behaviors and the target levels will change. But it is this competency model design and this process that makes them easy to change over time.