Step 2: Customize the Organization’s Competency Approach.
A. Calibrate the AMCF to the Organization
Conduct job analysis
Understand and document how AM work is, or needs to be, allocated throughout the organization. While outside the scope of competency management, it is critical to have a foundation of clear accountabilities and expectations of performance relating to the AM Responsibilities. Once roles and responsibilities are understood or defined, the appropriate competencies and levels of proficiency can be determined. The organization’s internal AM stakeholders can help validate role descriptions and competency expectations to ensure they are accurate, relevant and speak to the appropriate audience.
In large/mature AM organizations with a high staff count, it is more likely AM Practitioner roles will have been identified and AM responsibilities will have been assigned to individuals. In small/new to AM organizations, individuals may perform many roles and their AM responsibilities may not yet be fully defined. Additional effort may be needed at this stage to fully understand what AM Responsibilities will be required in a small/new to AM organization and how they will be allocated.
Review and adjust the AM Competencies for the organization
Review the AM Competencies and, if necessary, adjust them to reflect the organization’s approach to AM, any existing competency models the organization may be using, and the organizational vision, values, and goals. When adjusting the competencies, ensure the statements are:
- Evidence-based to improve performance against organizational goals
- Outcome-based (i.e., focused on results, not how the results were achieved)
- Fair and transparent
- Teachable and/or developable
- Observable and measurable (i.e., describe performance excellence in a way that can be objectively observed, recorded and measured)
Adopt the standard proficiency levels in the AMCF
Ideally, organizations should have proficiency levels that fit their circumstances and requirements. However, developing or adapting organization-specific proficiency levels without expert assistance from an HR professional is not recommended.
The 4-level standard proficiency scale in the AMCF should be generic enough to apply to any organization. Carefully review the standard scale to understand and correctly apply the levels.
Organizations with existing Competency Management Programs may choose to adapt the AMCF proficiency levels to their own to standardize their approach.
Adopt appropriate competency assessment methods
Depending on the level of rigor and competency assurance required, typically based on business or operational risk, a variety of assessment methods are available, including:
Self-Assessments
Manager Assessments
A self-assessment is an individual’s thoughtful opinion of their own proficiency. When used to identify development requirements, a self-assessment can be a very effective tool. Often competency assessment begins with a self-assessment which is then brought into a conversation with the manager. An honest assessment of an individual’s own strengths and accomplishments, as well as their challenges, will help the manager see that individual’s capability and bring to light information that may not have been considered otherwise. This is valuable input to the manager responsible for assigning a rating that accurately reflects the individual’s proficiency.
While initial baseline assessments for identifying competency gaps can be done immediately, it is important to observe and assess changes in behaviour over a long enough period that measurable and continuing change can be identified. This is especially the case for behaviours that may occur infrequently. It is recommended that assessments are undertaken at 6- to 12-month intervals for this reason. However, managers must still provide the projects and tasks necessary to improve competency during this period.
Create competency profiles
For each role, identify the competencies and competency levels a person would need to achieve to successfully execute that role’s AM responsibilities. Map these using the organization-specific proficiency levels and competency elements. For most organizations, the required competencies are set at the level of a successful performer (not at a threshold or exemplary level). Use the AM Competency Profile Template to assist you in completing this step.
In small/new to AM organization, individuals may wear many hats. It is up to the organization how they choose to define, organize, and communicate roles. When determining the required competencies for an individual, identify the responsibilities that person has been assigned to determine that person’s expected competencies and proficiency.
B. Determine How to Integrate the AMCF
Referring again to Competency Management Uses, consider how the organization can best leverage the AMCF to improve AM capability, practices and culture in each of four key areas of people management:
Competency Management Activities describes specific activities an organization can undertake in its Competency Management Program for each of these four areas. Suitable activities for the different organizational scales are identified in the individual pages. The guide can be used as a foundation to understand and lead the organization through this step in the implementation process.
Identify how competencies are currently incorporated into people management practices
Working with those in the organization responsible for people management, examine what is being done to incorporate AM capacity building in each of the four areas. Assess what is working and what is not. Identify the current process gaps.
Identify opportunities to incorporate the AMCF into organizational processes
Consider how the process gaps identified above can be closed. Brainstorm potential options to improve AM Competency management in the organization. Options may include updating existing activities or developing new activities.
Collaborate with other areas in the organization
Identify integration opportunities and define integration plans for:
- Resource planning processes and systems
- Succession planning, recruiting and selection, and employee development processes and systems
- Organizational design, roles and responsibilities, decision authorities and other related HR and governance processes and policies
- Performance communication processes
- Information systems and data services
- The organization’s AM Roadmap
Evaluate and set priorities for program activities
Consider both current and potential program activities and the benefits to the organization of successfully implementing them. Evaluate the costs, resource and time requirements, likelihood of success, alignment with organizational and AM goals, and any other strengths, weaknesses, constraints or co-benefits associated with the proposed program activities. Determine what is realistically achievable given the size and structure of the organization.
Decide on the program activities to pursue
Utilizing the decision process developed or adopted as part of the Program Charter, decide on the course(s) of action to take to meet the program goals. In addition to the Program team, it may be beneficial to include other key people management stakeholders in these decisions.
Don’t forget to download the AMCF Implementation Worksheet to help guide you through the process.
Next go to the PLAN step
