Keep competency models current

Create a rhythm for periodically re-examining the competency model for changes. Maybe 2 times per year, after a merger or acquisition, after introduction of new technology, or after a product launch. Much like the process for customizing competency model behaviors, we recommend sending out the model in a Word document (with 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 the model. Then consolidate edits and conduct a 1-2 hour virtual workshop to discuss and finalize updates. Important: make the updates within the competency assessment system immediately. The more relevant and current your model, the more likely it will generate desired employee capability, upskilling and reskilling where needed.

Further, ensure whatever competency assessment system you choose must support making these changes easily. If it’s too difficult, it won’t happen, and then your competency model will be out of sync with strategy.

Ensure competency models are used by individuals and leaders

So many companies make the mistake of spending extensive time and resources building a competency model that ends up on a PowerPoint, PDF or maybe a poster on the wall. And they wonder why people throughout the organization don’t embrace competency model benefits.

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 our customers calls the process of making it actionable “operationalizing the blueprint”. It is THE most important critical success factor.

The last step of making models actionable is ensuring that aggregated capability analytics are available to leaders to use for decision making and shaping strategy. This means operational leaders (e.g., Sales, Engineering, Manufacturing) as well as Learning, HR and Talent leaders who can use this information to tailor employee development opportunities, and for strategic workforce planning.