TECHNOCompétences, the Sector Committee for the Information and Communication Technology Workforce is funded by industry partners and by Commission des partenaires du marché du travail
Competency-based management
Competency-based management
Summary of steps in the implementation of a competency-based approach
1. Identification of objectives and positions under consideration
Determine the target objectives and select the positions for which the organization wants to develop competency profiles.
Meet with management: establish links between the organization’s mission and challenges and its competency-based applications (hiring, training, etc.). Select the application that best responds to the objectives.
Establish a consensus between managers, incumbents of positions under consideration, and unions.
2. Definition of the competency profile
Form a work group (manager who is familiar with the function, HR manager, incumbents), which will establish the competency profile for the selected function.
Develop the profile:
Translate the organization’s challenge concerning the selected position into concrete terms.
Describe the concept for the selected competency and for the position, including the work context, responsibilities and tasks, the competencies relating to knowledge (content) and technical aspects, as well as behavioural competencies (attributes and qualities). Lastly, describe quality and performance standards.
Reach a consensus on the type of competencies to develop: the number (not too high, focus on the basic, key or strategic competencies), the level of mastery required, learning time, type of evaluation, validation or certification.
Develop this document while referring to competency dictionaries or directories.
3. Document validation with incumbents
Validate the document with the incumbents on an individual basis or in a focus group (preferably with a view to reaching a consensus). The Human Resources Manager will provide the focus group with necessary recommendations.
4. Production of the final version
Integrate any necessary changes. The final document must be approved by management, which must adopt and fully support it.
5. System implementation
Distribute the information regarding the system’s benefits and its implementation phases.
Implement the system. If, for example, the objective is development, evaluate the level of mastery of the individuals working in the position, measure the variance between the strengths and weaknesses, and outline a training plan.
6. System evaluation and introduction of a watch group
Put in place a group to oversee the system’s validity and to watch over those competencies requiring development (some may require fast development).