Human Resources

Competency Based HR Management and Talent Decisions

Competency frameworks are usually built with care and then ignored, because the behaviours described are too abstract to observe and nobody can say what evidence would settle a rating. This course fixes the design. Delegates work through defining competencies at a level that can be seen in someone's work, and writing behavioural indicators that distinguish levels rather than restating the same idea in stronger adjectives. Assessment methods are covered, including structured interviews, work samples and what each actually measures. Calibration across assessors is addressed, since two managers rating the same person differently is the usual failure. Applying competencies to selection, development, promotion and succession follows. Defensibility is covered, since a competency decision may be challenged. The course closes on keeping a framework current and on the point at which it should be retired.