To keep competency models current, have a rhythm for periodically re-examining the model for changes. Maybe 2x/year, or after a merger or acquisition, or product launch. Much like the process for customizing behaviors in your model, we recommend sending out the model in a Word document (track changes on) to 4 - 6 high performers, and a manager of people in that role. Give them a few days to review and edit. Consolidate edits and conduct a 1-2 hour virtual workshop to discuss and finalize updates. Then make the updates within the competency assessment tool immediately.
To keep competency models in use by the organization, you must make your models actionable. That means getting each model off the PowerPoint, out of the spreadsheets and into people’s hands. A competency model that isn’t easily accessible by those during the development process, and isn’t assessable such that one can measure their capabilities against it to identify and close gaps with competency-based learning is pretty worthless. One of my customers calls this “operationalizing the blueprint”. Further, ensure whatever competency assessment and competency-based learning tool you choose supports making changes easily. If it’s too difficult, it won’t happen, and then your competency model will be out of sync with strategy.