Competency Frameworks in the GCC: Why you Need Modern, Transferable Talent Models

Why Evolving Workplaces Demand New Talent Approaches

Economies , Industries and organizations evolve over time, so do the work cultures and work practices in those organizations. This, in turn, means that what worked well in yesteryear’s workplaces might not work anymore.

The concept of “Competency” as espoused by McClelland in the early 70s was primarily addressing this aspect in a scientific way. Simply put, a Competency Model identifies and details the specific success factors for superior performance in any particular job role. Today, most of the progressive and performance-driven organizations have competency-based people systems & processes in one form or the other. No doubt this approach helps, and it’s been proven that there is an impactful ROI on setting up competency-based people processes & systems for organizations. In fact, the SEI’s PCMM certification requires that the organization follow a competency-based approach in all its critical people-related processes.

A Common Misunderstanding: Competencies Seen as a Mandatory HR Exercise

The competency-based approach is almost always a mandated rollout by management. This means that most of the times the employees see this as a “must to have/done” aspect for their career growth in their organization (only) and not something which would help them develop professionally as an individual.

The subtle aspect here is that in our zest to drive “our/organizations” competencies, we, the HR professionals and the business leadership, most of the time, give an impression that ‘our’ competencies are for success at ‘our’ organization only and not beyond.

This is the tricky part. While it is absolutely fair and reasonable to be driving the success factors (or Competency framework) for our workplace, we should guard against creating an impression that this is something unique to us – something which is made here and is useful only here. This will increase ownership and partnership by employees in embracing the winning competencies we believe set us up for success.

Fundamentally, the framework would not be something very different from what would be the success factors for any other equally competitive organization in the sector. Also, it certainly leads to individuals’ development – not just in his/her present organization but beyond.

Driving Competency Frameworks with Sensitivity and Purpose

It would be in our interest that we are mindful of this sensitivity and drive our organization’s competency frameworks suitably. After all, we are dealing with individuals who have personal aspirations besides and beyond the performance behaviors and expectations set by their “present” organization. Quite fundamental, but mostly ignored.