Lifestagecompetency models
Best Practices in competency models
Competency models increase transparency and decrease bias in talent development by clearly describing the set of skills required for success across various levels of seniority.
This articulation supports ongoing talent development by creating transparency for staff members about the skills required for progression to the next level and by decreasing the potential for bias in manager or leadership decision-making related to staff member growth.
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Step
1
Propose Competency Model Structure
Before creating the content, determine the structure of your competency model by deciding on the types of maps you will need. Organizations will often create a cross-functional map that articulates a set of leadership competencies that can also be tied to the organization’s values. Organizations also typically define a set of functional areas (e.g. “Operations”, “Academics”) that will serve as the basis for the competency maps.
DEIA Callout
Ensure that all functions are represented by competency maps to prevent prioritization of one type of functional area over another. Clearly articulate how the competency model ties or does not tie to career advancement and promotion to prevent implicit assumptions that could lead to decreased staff investment.
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Step
2
Determine Levels and Draft Level Definitions
Before drafting the content of the maps, determine how many levels will be represented within each competency map. Typical competency maps include three to five levels, which can be named (e.g. “Chief”, “Director”) or numbered (e.g. “Level 1”, “Level 2”). These levels do not need to necessarily align with job titles, but each role should be tied to a level before sharing the new model with staff. While levels may reflect seniority, they don’t always. Levels can also represent dimensions of responsibility and influence.
DEIA Callout
Before tying roles to levels, create a leveling guide that outlines the definitions for all levels within the organization. Ensure that the leveling guide prevents implicit bias by considering not only hierarchical structures (such as people management) but also spheres of influence. Doing so ensures alignment with your organization’s values. Incorporate DEIA principles by recognizing diverse career paths and ensuring that advancement criteria is transparent and accessible to all employees.
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Step
3
Draft Maps
Creating your content requires multiple cycles of drafting and editing. For each functional area, first define the set of competencies (knowledge, skills, and mindsets) required for success within that area. Next, draft the set of behavioral descriptors (illustrative examples) that demonstrate successful implementation of each competency at every level, with each competency having between two and four behavioral descriptors per level.
DEIA Callout
The drafting process can be long and tedious, often involving multiple stakeholders for each map, so ensure consistency through standardization and include an equity/inclusion review to check for biases or skewed content. Incorporating diverse stakeholders helps avoid reflecting any type of dominant culture or normative archetypes.
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Step
4
Train & Calibrate Stakeholders
Training and calibration extend beyond a single session, encompassing annual competency reviews for all staff and managerial training on effectively using competencies for development and coaching. At the start of each fiscal year, staff should receive training on how to utilize the maps, understand any updates from the previous year, and grasp their purpose as developmental and evaluative tools.
DEIA Callout
Competency maps aim to reduce bias in employee development and coaching, requiring ongoing manager training and regular calibration meetings tied to talent review cycles to ensure consistent skill assessment alignment.
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Step
5
Develop a Clear Communication Strategy
The success of a competency model hinges on effective communication throughout the organization and comprehensive training for managers and staff. The initial step in successful implementation is crafting a clear communication plan that cascades information across all organizational levels.
DEIA Callout
One of the biggest risks to buy-in is ensuring managers understand how to effectively utilize the model and can address key questions from their staff; prioritize over-communicating with managers to maintain high engagement among other employees.
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