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Lorraine Lane of Lane Business Consulting in Florida knows the power of using competency models. As executive director of training and development for Digital Equipment Corporation's customer service group, she implemented a competency profiling system that dramatically improved training, performance management, succession planning and employee morale.
At their best, competency profiles are a snapshot of the skills and behaviors necessary for success within a specific position in a given organization. They can be used as tools for recruiting, performance reviews, bonus plans and other human resources programs. But some experts, including Lane, say that many HR professionals don't have a good grasp of the concept.
"Many companies fail, because they either misunderstand competency modeling or try to find a quick and easy solution to a complex challenge," says Lane.
Dr. David Cohen of the Strategic Action Group in Toronto, Canada, agrees, saying employers don't always dig deeply when creating competency profiles. He works with corporate executives to develop behaviorally based competency models that are closely aligned with the corporate culture. "Teamwork in an automotive plant does not involve the same behaviors and values as teamwork in a government agency," he explains.
According to Lane and Cohen, many employers purchase off-the-shelf competency systems to save time and money, but that's not a good solution. "We end up with a modern Tower of Babel," says Cohen. "Sure we're all using the same words, but are we talking the same language?"
Good Competency Profiling Takes Time
When Lane created competency models for her company, she interviewed small groups of employees in each position who were successful in their jobs. She admits it took quite a bit of time to really understand each position, but the process worked because she was able to identify the behaviors that actually resulted in success in her company. She says that many employers ignore the most obvious source of information: The people currently doing the jobs.
So how do you develop meaningful competency models that truly improve performance throughout the organization? Here are five suggestions from Cohen and Lane.
Involve Current Employees
Interview and observe current, high-achieving employees. Compare them with those who are struggling. You will find they share many of the same behaviors, but their differences hold the key to success.
Understand Your Organization's True Values
Be brutally honest about what's important to your company. You may feel teamwork should be an organizational value, but if your company culture is highly competitive, teamwork may not result in success. To pinpoint what's really important in your company, look at what behaviors are rewarded with public recognition, awards, pay raises or bonuses.
Don't Use Competency Models to Further Your Own Beliefs
Competency models are not a vehicle for changing company culture unless the entire organization has decided to make a change. If you disagree with your company's values and create competency profiles based on your values, the profiles will not work and may cause serious problems.
Be Realistic
Many competency models collapse under their own weight because no one knows where to stop. A number of factors contribute to success, and you could look forever for the perfect employee. Focus on the critical behaviors that drive success. Try to limit your profiles to four to eight key competencies.
Translate Competencies into Behaviors
If teamwork is a critical competency for your customer service employees, break that down into behaviors. What does teamwork mean within your organization? Employees can only change things they understand. It's not helpful to tell someone he needs to be a team player, but if you tell an employee to look around for others who need help as soon as his work is done or to publicly give credit to peers whenever they help with a project, you are providing specific instructions a person can understand and implement.
Both experts warn that creating effective competency models is a challenge, but they agree the impact on organizations can be incredible. "By creating widespread understanding of the concrete language of success, you ensure that employees know the right way to do their jobs," Cohen says.
