top of page

Competency Management

Traditional job descriptions define responsibilities, reporting relationships and the tasks associated with a position. They do not necessarily explain the capabilities and behaviours that distinguish exceptional performance.

​

Competency Management provides a structured means of defining the knowledge, skills and behaviours required for successful performance in a particular role and organisational environment. Competency frameworks can then be used throughout the Human Resources management system—from recruitment and assessment to performance management, training and professional development.

​

Navigator Consulting develops customised competency models based on the current and future requirements of each organisation. This forms the heart of our HR development and performance management strategy. 

​

What is a Competency?

​

A competency is a combination of knowledge, skills and behaviours that enables an individual to perform effectively in a particular role. We typically distinguish between three components:

​

  • Knowledge: the information, concepts, principles and technical understanding that enable a person to perform from an informed perspective.
     

  • Skills: demonstrated abilities and proficiencies developed through education, training, work and wider experience.
     

  • Behaviours: the observable characteristics demonstrated through the way an individual works, communicates, makes decisions, manages responsibilities and interacts with others.

 

Competencies therefore describe more than what an employee is expected to do. They help define what successful performance looks like in practice.

​

Developing Competency Frameworks

​

Different organisations, and different positions within the same organisation, require different combinations of competencies.

​

A competency framework may incorporate organisation-wide competencies expected of all employees, functional or technical competencies associated with particular roles, and management or leadership competencies required at different levels of responsibility.

​

Examples of competencies can include:

​

  • Analytical Thinking

  • Decision-Making

  • Communication

  • Persuasion and Negotiation

  • Presentation Skills

  • Work Management

  • Team Management

  • Leadership

  • Resource Management

  • Customer Orientation

  • Digital Competence

  • Adaptability

  • Reliability and Accountability

  • Professional Ethics

 

The objective is not to create the longest possible list. A useful competency framework identifies the capabilities that genuinely distinguish successful performance and are relevant to the organisation's strategy and operating environment.

​

Defining Observable Behaviours

​

A competency must be sufficiently specific to be understood, observed and assessed. Simply stating that a manager requires "leadership", "communication" or "work management" is of limited value unless the organisation defines what those concepts mean in practice.

​

For each competency, Navigator establishes:

​

  • A clear definition;

  • The knowledge, skills and behaviours associated with the competency;

  • Observable indicators of successful performance;

  • Different levels of competency or proficiency;

  • Examples of effective and ineffective behaviour; and

  • Appropriate methods of assessment.

 

For example:

 

Work Management

 

Definition: The ability to organise work effectively, establish priorities, take responsibility for results and achieve objectives efficiently without compromising quality. A successful performer exhibits the following competencies:

​

  • Set challenging but achievable objectives;

  • Take ownership for completing agreed responsibilities;

  • Identify the activities required to achieve an objective and initiate appropriate action;

  • Organise and prioritise multiple assignments effectively;

  • Anticipate potential problems and bottlenecks;

  • Adapt working methods when circumstances change;

  • Maintain focus on longer-term objectives despite changing priorities;

  • Identify inefficient processes and propose improvements;

  • Use time and resources effectively; and

  • Deliver required results with appropriate quality and within agreed deadlines.

 

Defining competencies in this way transforms relatively abstract concepts into characteristics that can be discussed, observed, assessed and developed.

 

Competency Assessment

 

Once competencies have been defined, they can provide a consistent basis for assessing individuals against the requirements of their current or prospective roles. Assessment methods include:

​

  • Structured competency interviews;

  • Self-assessment;

  • Manager assessment;

  • 180° or 360° assessment;

  • Workplace observation;

  • Practical exercises and simulations;

  • Assessment centres;

  • Performance evidence; and

  • Technical or professional testing.

 

The appropriate methodology depends upon the competency being assessed, the seniority of the position and the purpose of the assessment. The resulting analysis can identify both areas of strength and competency gaps requiring further development.

​

Competency Development

​

Competencies are not acquired solely through classroom training. While formal education and training provide important knowledge and techniques, many competencies develop primarily through practical experience and their application in the workplace. Competency development therefore combines:

​

  • Formal training;

  • Workplace learning;

  • Coaching and mentoring;

  • Job rotation;

  • Project assignments;

  • Cross-functional responsibilities;

  • Increased management responsibility; and

  • Exposure to new business situations and challenges.

 

This allows development activities to be selected according to the competency gap rather than automatically assuming that a training course is the appropriate intervention.

​

Integrating Competencies into Human Resources Management

​

A well-designed competency framework provides a common language that can be applied across different Human Resources processes. Competencies support:

​

  • Recruitment: defining the capabilities required and assessing candidates against them;
     

  • Performance Management: assessing not only whether objectives were achieved, but how they were achieved;
     

  • Training & Development: identifying competency gaps and establishing development priorities;
     

  • Career Development: defining the additional capabilities required for progression to more demanding roles;
     

  • Promotion: providing a more systematic basis for assessing readiness for greater responsibility;
     

  • Workforce Planning: identifying areas where organisational capabilities need to be strengthened.

 

This creates consistency between the capabilities an organisation seeks when recruiting people, the behaviours it expects from employees, the competencies it develops and the standards against which performance and progression are assessed.

​

Navigator's Approach

​

Navigator develops competency models specifically for the organisation concerned rather than applying a generic catalogue of competencies. Our methodology takes into account:

​

  • Current performance requirements: the competencies required to perform existing roles effectively;
     

  • Strategic requirements: the capabilities the organisation will require as its strategy, technologies, markets and operating model evolve;
     

  • Organisational requirements: differences between functions, departments, professional disciplines and management levels;
     

  • Performance evidence: the characteristics demonstrated by successful performers within the organisation; and
     

  • Integration with the wider HR framework: ensuring that competency management supports recruitment, performance management, training and professional development.

 

Competency Management therefore creates a structured connection between corporate strategy, organisational requirements, individual capabilities and performance.

​

Properly implemented, it enables organisations to define what successful performance means, assess it consistently and systematically develop the capabilities required for future growth.

bottom of page