By Noelle Murphy, Brightmine Senior HR Practice Editor
A competency is generally defined as a behaviour or skill that an individual needs to exhibit to perform a job effectively. Competencies are used across a broad range of people management activities, including performance management, recruitment and selection, training and development, and pay and grading structures. For example, one competency for a management role could be: “Leadership: provides clear leadership consistent with the organisational strategy”.
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- Deciding how competencies will be used within the organisation
- Designing the competency framework
- Key principles in developing competencies
- Obtaining buy-in
- Communicating with the end-users
- Developing relevant competencies
- Steps to follow when developing the framework
- Preparing and planning
- Gathering information on job roles/functions
- Developing draft competencies
- Introducing the competencies to the workforce
- Evaluating the competencies
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About the author
Noelle Murphy
Noelle Murphy is a former senior HR practice editor at Brightmine. She has a background in qualitative and quantitative research and psychology.
Noelle was responsible for devising and managing the HR practice research programme, including monitoring and recording key HR metrics such as absence rates and costs, labour turnover and the make-up of the HR function.