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FAQs » For Managers » Competencies |
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An effective implementation process is crucial. This includes communicating the benefits; how the information will be used; why the organization is doing it; how competencies are linked to the overall strategy of the organization; whether they are linked to other Human Resources activities and processes and why an individual should be involved. |
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A high level of management commitment and support is required and commitment is long-term. (Some organizations outsource their non-core functions so that more management time and resources can be spent on core competencies) |
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An organization must ensure that a development programme is in place since training and development are key considerations in the application of competencies. |
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There should be considerable staff involvement and input and, in a unionized environment, the role of the union should be carefully considered when implementing core competencies. |
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Keep your assessment as objective as possible, a subjective assessment can bring all kind of problems to you. |
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| Some competency models fall short when they are used to determine individual pay. Although there is general agreement that "more competent" individuals should be paid more highly than "less competent" individuals, there is a challenge to convert the idea of competencies into measurable characteristics that allow for reliable and valid determination of pay rates. |
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Human Resources should be involved with the competencies programme from the earliest stages or in the form of a pilot. This prevents a loss in translation of meaning when the developed model is turned over to Human Resources for ongoing management. |
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Competencies must be applied correctly or they become meaningless. |
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Development and implementation of competencies is labour-intensive. Several focus groups as well as general staff involvement is usually required. |
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The process can be costly, and it is only in the long term that payback really occurs. |
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If there is a limited budget, it is suggested that 10% be spent on building the model and 90% on implementation. |
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The whole process may take several years. For example the City of Toronto’s projected time-line is December 1998-January 2002. |
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An organizational culture that allows empowerment of staff, has a history of personal development and influential management is critical to the success of the model. |
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