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Many see Competencies (or Capabilities) Frameworks as something HR does that adds complexity but no value to the organisation – they see a sideshow that is of no real use to the business. This is an unfortunate view, but it is one that prevails; largely because many frameworks are not developed, communicated or used as well as they could be. Poor frameworks fuel this bad press.
In essence, a Competencies Framework identifies the skills and behaviours that are critical to the organisation’s success – it is the bridge between people and strategy. If those skills and behaviours are not known, or are not in play, then the business is unlikely to enact its strategies well, and will probably fail to achieve its goals. We all know that failure to enact agreed strategy is a widespread problem in New Zealand organisations – I’d suggest that an absence of good Competency Frameworks is a big contributor to that.
To develop a good Competencies Framework you need to:
To communicate a Competencies Framework well you need to:
To use a Competencies Framework well you need to:
If you need help to develop, communicate and use a Competencies Framework that will support enacting your strategies and achieving your goals - talk to us.