There seems to be accelerated activity around redefining job descriptions and aligning job families, which is great. The reason for this accelerated activity is that jobs have changed. A job defined in the HR system 10 years ago probably doesn’t describe the job very well today. So this seems to be a good opportunity to differentiate between job descriptions and role-based competency models.
A typical job description lists responsibilities, educational and experience requirements, as well as a list of the knowledge they should have, and which important interpersonal and technical skills they need. In other words, it is more of a responsibility narrative and a skills list.
A competency model focuses on what tasks/skills are critical to success in the role, what it looks like to be great at those tasks/skills, and what people should be able to DO with the knowledge acquired. In other words, it helps someone become self-aware and be able to DO their job.
A job description helps you screen resumes. A competency model helps you hire the right person.
A job description provides new employees with a general guideline on the things they will do. A competency model shows them how to be GREAT at the things they will do, and where they are now.
A job description helps create salary ranges and compare roles across organizations. A competency model describes what each person in their role needs to be able to do, specifically, in order to perform their part of YOUR corporate strategy.
You can pretty easily create a job description from a competency model, but it’s quite difficult to create a competency model from most job descriptions because they lack the granularity required.
While your organization needs both, if you don’t have a role-based competency model, how can you motivate them to be great at the things you need them to do and upskill them when they can’t do it?