{"id":24400,"date":"2015-10-27T04:00:00","date_gmt":"2015-10-27T08:00:00","guid":{"rendered":"https:\/\/demo.wwwebdesignstudios.com\/client05\/implement-competency-model\/"},"modified":"2026-04-17T19:15:55","modified_gmt":"2026-04-17T23:15:55","slug":"implement-competency-model","status":"publish","type":"post","link":"https:\/\/demo.wwwebdesignstudios.com\/client05\/implement-competency-model\/","title":{"rendered":"How to Successfully Implement a Competency Model"},"content":{"rendered":"<figure id=\"attachment_21160\" aria-describedby=\"caption-attachment-21160\" style=\"width: 1024px\" class=\"wp-caption aligncenter\"><img loading=\"lazy\" decoding=\"async\" class=\"size-large wp-image-21160\" title=\"How To Successfully Implement A Competency Model\" src=\"https:\/\/demo.wwwebdesignstudios.com\/client05\/wp-content\/uploads\/2026\/04\/42-25305089-1024x328-1.jpg\" alt=\"\" width=\"1024\" height=\"328\" \/><figcaption id=\"caption-attachment-21160\" class=\"wp-caption-text\">Business Meeting &#8212; Image by \u00a9 2\/Ocean\/Corbis<\/figcaption><\/figure>\n<p><strong>From &#8220;<a href=\"https:\/\/workitect.com\/PDF\/key-questions-to-answer-before-building-competency-models.pdf\">Practical Questions in Building Competency Models&#8221;<\/a>, \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 written by \u00a0<\/strong><strong><a href=\"https:\/\/workitect.com\/professional-competency-modeling-team\/\">Dr. Richard Mansfield, senior consultant<\/a> and instructor for Workitect&#8217;s <a href=\"https:\/\/workitect.com\/building-competency-models-workshop\/\">Building Competency Models workshop.<\/a><\/strong><\/p>\n<p>The <a href=\"https:\/\/workitect.com\/PDF\/worksheet-for-planning-a-competency-modeling-project.pdf\">planning<\/a> of a competency model requires identifying the most important stakeholders and users and considering how they will want to use the model. Here are some possible users and uses:<\/p>\n<h2>Job-Holders<\/h2>\n<p>People in the job often want to use a competency model to provide a recipe for success. These users are asking, \u201cWhat could I be doing differently that would make me more effective?\u201d They are likely to value very specifically worded behavioral indicators that describe what to do, with whom, and in what circumstances. A matrix linking the competencies to major job tasks is also helpful to job incumbents.<\/p>\n<h2>Supervisors<\/h2>\n<p>Supervisors can use the same detailed information to assist in coaching jobholders.\u00a0Since part of a supervisor\u2019s job is also providing detailed feedback about effective and less effective behaviors, descriptions of less effective behaviors associated with each competency are beneficial. For the same reason, supervisors may find it useful to have a matrix linking the competencies to key performance criteria and measures. Because supervisors are also in charge of hiring for the position, they need a competency model that includes all of the important skills and qualifications required baseline requirements for all jobholders.<\/p>\n<h2>Human Resource Professionals<\/h2>\n<p>Human resources professionals who will be using a competency model have a different set of needs. HR staff may need to build a shared conceptual framework of competencies and a common language for describing the competencies. They can then facilitate matching skill profiles to different jobs through selection, promotion, and career-path planning; and the creation of training and development programs for people across a broad range of jobs. HR staff also need easy ways to compare the requirements of different jobs in the organization. It is useful for HR staff to be able to say which competencies are required for a job and the level at which the competencies need to be demonstrated, to achieve effective performance. Since HR staff often need to communicate and explain a competency model, they prefer <a href=\"https:\/\/workitect.com\/PDF\/project-manager-model.pdf\">competency models<\/a> that are clear, simple, and written with powerful language.<\/p>\n<p>Because HR staff want others throughout the organization to use the model, they need to ensure buy-in to the model by key stakeholders. All key stakeholders should be consulted or included in generating data to build the model and in reviewing draft versions of the model, to ensure that it is complete and accurate.<\/p>\n<p>HR staff must also ensure that the competency model can withstand potential legal challenges, which are more likely if the model will be used to guide selection and hiring of staff. Using a rigorous, systematic process of data collection and analysis is the best protection against possible legal challenges.<\/p>\n<p>HR staff may be interested in acquiring not just a competency model but the technology and training to build other competency models in the future. If so, the project plan should include <a href=\"https:\/\/workitect.com\/competency-workshop\/building-competency-models-workshop\/\">training of HR staff <\/a>and their participation in all phases of the project.<\/p>\n<h2>Senior Executives<\/h2>\n<p>When competency models are needed for critical jobs, especially leadership positions, the organization\u2019s top executive is an important stakeholder. Top executives often want to use competency models to drive organizational change. Top executives want competency models to be aligned with the organization\u2019s strategy and most important values. It may be important to include competencies describing needed leadership skills, such as \u201cChange Management\u201d or \u201cBusiness Partnering,\u201d as well as desired values, such as \u201cIntegrity\u201d and \u201cCustomer Orientation.\u201d<\/p>\n<p>It may also be important to include competencies that reinforce changes in the organization\u2019s structure, work processes, and culture. For example, for organizations that are moving away from hierarchical structures with supervisors to flatter structures in which much work is done by self-directed work teams, competencies in areas such as coaching and team facilitation become important.<\/p>\n<p>When an organization\u2019s top executives take an interest in a competency model, they are likely to want it written with powerful, high-impact language that can inspire and motivate. Top executives are also to want the competency models to provide a clear, consistent message for all employees. One way to do this is to have a <a href=\"https:\/\/workitect.com\/products-and-licenses\/workitect-competency-dictionary-license\/\">common set of core competencies<\/a> that are the same for all employees.<\/p>\n<div data-canvas-width=\"187.38499999999996\"><em>Included in Workitect\u2019s\u00a0<a href=\"https:\/\/workitect.com\/building-competency-models-workshop\/\">Building Competency Models\u00a0Workshop<\/a>\u00a0and applied in our\u00a0<a href=\"https:\/\/workitect.com\/competency-models-consulting\/\">consulting practice<\/a>\u00a0to help organizations develop job competency models and HR and talent management applications, including performance management, succession planning, assessment and selection, and training and development.<\/em><\/div>\n<div data-canvas-width=\"187.38499999999996\"><em>\u00a0<\/em><\/div>\n<div data-canvas-width=\"187.38499999999996\"><em>Join LinkedIn&#8217;s\u00a0<a href=\"https:\/\/www.linkedin.com\/groups\/3714316\">Competency-Based Talent Management Group<\/a>.<\/em><\/div>\n<div data-canvas-width=\"187.38499999999996\"><\/div>\n<div data-canvas-width=\"187.38499999999996\">\n<p style=\"text-align: center;\"><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter size-full wp-image-21706\" title=\"How To Successfully Implement A Competency Model\" src=\"https:\/\/demo.wwwebdesignstudios.com\/client05\/wp-content\/uploads\/2026\/04\/Workitect_33018-copy.png\" alt=\"Workitect\" width=\"200\" height=\"66\" \/>To learn more about our <a href=\"https:\/\/workitect.com\/\">products and services<\/a>, and how competencies and competency models can help your organization, call 800-870-9490, email\u00a0<a href=\"mailto:edward.cripe@workitect.com\">edward.cripe@workitect.com<\/a><br \/>\nor use the contact form at \u00a0<a href=\"https:\/\/workitect.com\/competency-based-talent-management-free-proposal\/\">Workitect.<\/a><\/p>\n<p style=\"text-align: center;\">\u00a9\ufe0f2021, Workitect, Inc.<\/p>\n<\/div>\n","protected":false},"excerpt":{"rendered":"<p>From &#8220;Practical Questions in Building Competency Models&#8221;, \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 written by \u00a0Dr. Richard Mansfield, senior consultant and instructor for Workitect&#8217;s Building Competency Models workshop. The&#8230;<\/p>\n","protected":false},"author":3,"featured_media":24401,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":"","_wp_rev_ctl_limit":""},"categories":[19],"tags":[38,113,39,49,46,68,21,22,50,24,148,28],"class_list":["post-24400","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-competency-models","tag-business-strategy","tag-change-management","tag-competencies","tag-competency","tag-competency-dictionary","tag-competency-management","tag-competency-modeling","tag-competency-models","tag-framework","tag-hr-strategy","tag-implementation","tag-talent-management"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.4 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>How to Successfully Implement a Competency Model<\/title>\n<meta name=\"description\" content=\"The planning of 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