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Techniques – observing and reflecting

What techniques can we use to evaluate the skills of employees? In this article, Chris Hope outlines a competency framework that shows you how.

A competency or capability framework can be a useful tool to evaluate the skills and talents of employees. Managers can use these frameworks to identify the strengths of their team in different situations, recruit and select staff, and provide more personalised training and development. We can use a competency or capability framework to identify what strengths are required in a certain team role, and this ties into the strengths-based approach. 

Let’s look at an example of a competency framework from the OECD (Organisation for Economic Co-operation and Development)[2]. This is broken down into 15 core employee competencies that are measured and constantly evaluated during an employee’s life cycle with the OECD. Having this allows them to fairly and subjectively measure an employee’s performance. 

Image showing OECD competency framework - visual description pdf provided in downloadsSelect to expand

The OECD’s framework describes each competency in the diagram, for example: 

Analytical thinking is the ability to identify patterns between situations that are not obviously related and to identify key or underlying issues in complex situations. 
Drafting skills are based on the ability to respectfully communicate ideas and information (often very technical) in writing to ensure that information and messages are understood and have the desired impact. 
Managing resources is about understanding human, financial, and operational resource issues to make decisions aimed at building efficient project workflows and planning and overall organisational performance. 

Source: OECD – Employee competency framework [2]

Deloitte also offers us a perspective on competency frameworks and shapes them as ‘capability frameworks’: 

The Deloitte leadership eight capability model

Strong leaders  Corresponding capability 
Inspire others to take action  Inspirational leadership 
Get teams to achieve results  Execution 
Persuade and influence in all directions  Influence 
Collaborate with others  Collaboration 
Set vision, direction, and a compelling course of action  Direction 
Make business decisions that drive positive bottom-line performance  Business judgement 
Know their markets and innovate to stay ahead  Competitive edge 
Develop people for competitive advantage  Building talent 

Source: Deloitte – Competency model [3]

References

2. OECD. Competency framework [Internet]. Paris: OECD; 2014 [cited 3 January 2023]. 22 p. Available from: https://search.oecd.org/callsfortenders/competency_framework_en.pdf

3. Deloitte. Leadership competency modeling [webpage on the internet]. New York: Deloitte; unknown date [cited 3 January 2023]. Available from: https://www2.deloitte.com/us/en/pages/human-capital/articles/developing-leadership-competency-model.html

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