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Case Studies » Developing a Competency Model

Company Challenge
Job competencies had been in place for several years at this large corporation. The existing competency model had been developed internally and required continuous revision although the primary job description had not changed. The existing competency model was considered tedious and laborious by management. Competency assessments occurred once a year. As a result, coaching and training rarely focused on job competencies to improve performance.

RightHands Resources™ Needs Assessment
A true competency model should focus on the behaviors that distinguish high performers in an organization from average performers. The company needed a competency model that was accepted and understood by all users. Coaching and training needed to interlink with the model to support development of the behaviors that lead to high performance.

RightHands Resources™ Industry Research
There are thousands of resources within the industry that address job competencies. The company history with internally built, generic models indicated a lack of usage and acceptance. The industry resources chosen for this project included: experts in competency model development who also specialized in interviewing employees, interpreting responses, and building customized competencies based on the responses. Industry resources also included an online tool for assessing employee competencies and linking development to coaching and training.

RightHands Resources™ Solutions
A new competency model was developed based on distinguishing behaviors of high performers. The process for assessing an employee’s development was simplified and linked into management coaching practices. Comprehensive training on the new model was provided for the management team and competency development is now integrated into the company’s learning curriculum.

Outcome
Discussions between managers and employees are more focused on development. Employees are being trained on individual developmental needs. The focus on competencies had an immediate impact on performance. The simplified assessment process was a hit with the company’s managers and most reported an increased understanding of the value of job competencies and the relationship to improved job performance. Hiring practices now reflect a focus on job competencies in addition to work experience and education.