Recently,
we wrote about the five steps to
optimize employee development with a competency framework. This 5-step process
begins with identifying organizational competencies and determining expected
proficiencies by employee position and continues. The next two steps include
assessing competencies and aligning the current proficiency with organizational
needs and career aspirations. Finally, each employee should track progress to
enhance accountability and results. This process helps develop employees and
optimize organizational performance.
A meaningful competency framework
can also improve recruiting practices. By aligning organizational competencies
and expected proficiency levels with position descriptions, it allows you to
hire people who are a good fit for the organization in a strategic and targeted
way. Here are three ways to do this:
1. Assess and categorize competencies by type.
2. Map the minimum expected proficiency by competency within
each group to position descriptions.
3. Identify and align behavioral questions with priority
competencies during the interview process.
Assessing
and Categorizing Competencies
Many organizations have “core” or
“foundational” competencies that are distinct from technical competencies. Core
competencies are the skills, knowledge, and abilities that all employees should
have and work to improve, no matter their technical expertise. Examples include
effective communication, problem-solving, and customer service. Technical
competencies capture areas of expertise needed to be successful in a particular
job series or position. Examples include competencies related to accounting,
mechanical engineering, or computer science.
Identifying the expected proficiency
for core competencies can often be streamlined by creating categories instead
of defining them position by position. For example, CHCI recently updated its competency
framework and categorized its foundational competencies into four groups:
1)
Corporate Member
2) Senior Consultant
3) Consultant and
4) Organizational
and Project Support. These categories were defined by responsibilities and
experience across all current and projected CHCI employees.
Mapping
Expected Proficiency to Position Descriptions
Once the categories are defined, the
expected proficiency by core competency can be set. This expected competency
clarifies the behaviors and skillets expected of employees in a particular
category, at the time of hire or in their current position. Returning to our
example, a small group at CHCI went
through each foundational competency and identified the expected proficiency by
competency in the four categories mentioned above by using a standard proficiency
scale ranging from 1: Awareness to 5: Expert. The process included a select
group of individuals who aimed for consensus agreement. The following criteria
and/or process steps were identified to ensure consistency:
- No category of the employee should
have an expected proficiency of “5” or “expert.” This
doesn’t mean that an individual cannot have a current proficiency
of “expert” but that it should not be expected in order to be successful
in the organization. This criterion also encourages the idea of development
and growth for all individuals, regardless of title.
- Key assumptions were identified
that distinguishes the categories. For example, responsibilities in the
Executive Member category focused on organizational outcomes and
integrating processes across the organization while the Senior Consultant
category focused on integration across the project as well as project
delivery and leadership. Other assumptions included general levels of
responsibility and proficiency required to be successful across all
categories.
To define expected proficiency for
technical competencies, a slightly different process was followed in the CHCI
example:
1. Position descriptions (PDs) were written for new hires based
on priority needs and organizational capabilities.
2. Each group member independently identified expected
proficiency across technical competencies using the PDs and the standard
proficiency scale as their guide. It is worthy to note that not all technical
competencies were required for each PD.
3. The results from each individual’s process were consolidated
into a matrix. The group met to review and analyze results.
4. Expected proficiency scores were agreed upon and finalized
for both technical and “foundational” competencies for each position
description. A rationale for each expected proficiency was documented across
all competencies for each PD to double-check the logic.
Aligning
Competencies with the Interview Process
The example mapping exercise allowed
PDs to become competency-based, aligning potential employees with both
organization culture and performance. The alignment then streamlined the interview preparation process for hiring managers, allowing them to prioritize
questions based on targeted competencies and expected proficiencies in a
particular position.
For CHCI, that meant preparing interview
questions for Senior Human Capital candidates in four priority areas.
Behavioral questions were developed to understand the depth and breadth of each
candidate’s experience.
Creating a recruitment process that
incorporates the organization’s competency model will lead to high-performing
hires that make a good cultural fit for the organization, the project, and the
position. When individuals fit into the culture of the organization, they are
likely to be more motivated, interact more easily with other employees, and
stay happier in the job. All of this translates into higher-performing
employees who will stay longer and potentially become highly qualified
candidates for succession plans.
Once
you hire a candidate, you can reinforce the organization’s values, culture, and
competencies through your onboarding programs, annual competency assessments,
and constructive feedback. This helps bring the entire talent life cycle
together Click here.
Do you want to learn more about
aligning competencies with your hiring process? Learn more by contacting us.
