When
is a competency model useful?
- You need a standard for feedback and performance evaluation that reduces subjectivity
- You want to connect selection, performance management, and development within one system
- You are looking to improve selection quality and reduce turnover
- You want transparent criteria for promotions and career paths
If you recognize one or more of these signals, let’s talk.
What is a competency model?
A competency model is a structured framework that describes the knowledge, skills, behaviors, and mindsets required for successful performance in a given role, team, or organization. It translates job requirements into clear and observable criteria.
It usually includes a set of key competencies, such as results orientation, teamwork, analytical thinking, or leadership, with specific behavioral indicators for each of them. This helps make evaluation more objective, consistent, and connected to the real requirements of the role.
A competency model can also support culture management. Translating company values into observable competencies and behaviors helps guide day-to-day behavior towards the desired culture.
A competency model creates stronger alignment between what the organization needs from people and what people expect from the organization.
How we create a competency model
Creating a customized competency model includes several steps:
1. We define the purpose of the competency model – culture, selection, development, or a combination of these.
2. We define where the model will apply—a specific role, a function, or the entire organization.
3. We gather information about the competencies and behaviors that are critical for success in the relevant role, function, or organization.
4. We analyze the information and create the first version of the model.
5. We collect feedback, validate the model, and finalize it.
6. We help the organization plan how to implement and communicate the model.
Case studies
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FAQ
We define observable behaviors only. Each statement contains one clear action, and we avoid evaluative or ambiguous wording.
Implementing a competency model changes existing organizational practices. To make the transition as clear and manageable as possible, we begin with a preliminary analysis:
Which processes will change and how
Which people will be affected by the changes
Which practices in the organization will change and how
What resources will be needed to implement the model
What communication will be needed and to whom
How long implementation will take
How it will affect indirectly related processes
Ideally, this analysis is completed before the organization makes the final decision to implement a competency model.
When implementing the model, we support you by:
Building understanding and acceptance through interactive workshops and well-planned communication
Involving users at every key stage
Piloting the implementation to build acceptance and identify opportunities for improvement
A competency model is not static. It is reviewed regularly in light of the business strategy, structure, and changing role requirements so that it continues to reflect the behaviors critical for success.
This is usually done through role analysis, interviews with managers and key employees, review of performance data, and validation of competencies against real practice. This ensures that the model remains relevant, applicable, and useful for selection, assessment, and development.
