Develop a Comprehensive Competency
Framework
Leverage the single most important tool for driving key HR functions.
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Our understanding of the problem
This Research is
Is Designed For:
This Research Will Help You:
Head of HR or Talent Management who is:
 Learn the importance of competency
 Creating a comprehensive competency
framework for their organization which
includes core, functional, and leadership
competencies.
frameworks.
 Select and/or develop core, functional, and
leadership competencies to create a
comprehensive competency framework.
 Implement and support your competency
framework(s) across the organization.
This Research Will Also
Assist:
Assist:
This Research Will Help You:
Them:
 All managers
 All employees
 Understand how they will be evaluated.
 Know what knowledge, skills, and abilities they
need to demonstrate.
 Assess performance.
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Executive Summary
Situation
!
Competency frameworks are an integral part of many HR functions such as
performance management, employee development, identification of future
leaders, and recruiting.
Competencies help set performance standards and build consistency
throughout the organization.
Complication
?
Designing and implementing a competency framework can be extremely
difficult and time consuming. Most HR departments are too busy with dayto-day operations and do not have time to create and build a competency
framework.
McLean & Co. Insight
• Workitect found that competency
framework projects produce an ROI of at
least 50%. This is because organizations
that use them produce superior
performers.
• Most HR departments do not believe they
have the expertise to build an effective
competency framework.
• McLean & Company’s Comprehensive
Competency Library has over 70 welldefined core, functional, and leadership
competencies that will meet most
organizations’ needs.

Resolution
In order to develop your comprehensive competency framework effectively, follow these steps:
• Understand the difference between core competencies and function-specific competencies.
• Plan your competency framework project and gain buy-in from stakeholders.
• Select and modify your competencies from McLean & Company’s Comprehensive Competency Library.
• Define competencies for your framework using behavior-based language if the pre-developed competencies do not align
with organizational needs.
• Implement your competency framework and integrate it throughout all HR functions.
• Support your competency framework through annual reviews and appropriate resourcing.
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McLean & Company offers various levels of support to best
suit your needs
DIY Toolkit
“Our team has already
made this critical
project a priority, and
we have the time and
capability, but some
guidance along the
way would be helpful.”
Guided
Implementation
Workshop
Consulting
“Our team knows that
we need to fix a
process, but we need
assistance to
determine where to
focus. Some check-ins
along the way would
help keep us on track.”
“We need to hit the
ground running and
get this project kicked
off immediately. Our
team has the ability to
take this over once we
get a framework and
strategy in place.”
“Our team does not
have the time or the
knowledge to take this
project on. We need
assistance through the
entirety of this project.”
Diagnostics and consistent frameworks used throughout all four options
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Follow McLean & Company’s process for developing and
implementing an effective competency framework
1. Get ready to build a competency framework.
Before you go straight into planning, you have to prepare
your organization by building your core competencies. This
allows for a common language throughout your plan.
2. Select and modify pre-developed competencies.
This step uses McLean & Company’s competency library and
guides you through modifying your selected competencies for
your organization, saving time and money in the process.
Support Your
Competency
Framework
Get Ready to
Build a
Competency
Framework
3. Define your competencies.
This step helps you to define your own competencies from
scratch. It can be used as the whole process or in tandem
with the previous step.
4. Implement your competency framework.
Strategic implementation is important, and constant
communication is its foundation. Plan your communication to
ensure a smooth implementation.
5. Support your competency framework.
Select and
Modify PreDeveloped
Competencies
Implement Your
Competency
Framework
Define Your
Competencies
After implementation, support becomes a priority to ensure
that the framework stays in place and changes as needed to
continually serve its purpose in your organization.
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Sample
Slides
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Analyze McLean & Company’s competency framework to
understand how the different competency levels fit together
Leadership competencies: Apply
only to leaders in your organization,
such as managers or executives.
This is the final component for an
employee’s comprehensive
competency framework.
Core competencies: The
foundation of your comprehensive
competency framework; apply to all
employees in the organization.
SAMPLE
Leadership Competencies
Functional Competencies
Job Family/Function Specific
Department-level
competencies:
These competencies only
apply to employees working
on particular tasks within the
functional area, not to the
entire functional area.
Common competencies:
These competencies apply
to a functional area (often a
division such as finance and
accounting) and all
employees working within
that functional area.
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3
2
1
Marketing
IT
Finance and
Accounting
Sales
HR
Departmental
Departmental
Departmental
Departmental
Departmental
Common
Common
Common
Common
Common
Core Competencies
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Regardless of competency type, including proficiency levels
makes competencies relevant for day-to-day performance
Proficiency levels define the degree to which a person in a given job is
required to demonstrate the competency through observable behavior.
Every competency has three main parts (see a completed example in the Appendix).
• Title: A word or phrase that sums up the competency (e.g. “Customer Focus”).
• Short descriptor: A brief description that sets the general scope or boundaries of the competency, including key concepts
(e.g. “Considers, prioritizes, and takes action on the needs of both internal and external customers.”).
• Proficiency levels: Detailed statements describing what a competency looks like when it is performed by a person on the
job. In essence, they describe observable behaviors or “behavior indicators.” This is the basis of the competency.
While the number of proficiency levels is ultimately up to you, four or five is typical.
McLean & Company recommends the following general proficiency levels to keep the
competency framework specific, yet manageable.
Level
General competency behavior description (must be tailored to the individual competency)
Level 1
Foundational: Baseline behaviors.
Level 2
Capable: Practical application of the behaviors.
Level 3
Inspirational: Role models, coaches, and influences demonstration of the behaviors.
Level 4
Transformational: Envisions and innovates the next generation of the behaviors.
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apply HR best practices
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value of their people. McLean & Company offers the tools, diagnostics and
programs to drive measurable results."
•
– Jennifer Rozon, Vice President, McLean & Company
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