{"id":215835,"date":"2023-11-07T13:54:00","date_gmt":"2023-11-07T13:54:00","guid":{"rendered":"https:\/\/letstalktalent.co.uk\/?p=215835"},"modified":"2024-01-15T09:42:48","modified_gmt":"2024-01-15T09:42:48","slug":"why-your-competency-frameworks-arent-generating-high-performance","status":"publish","type":"post","link":"https:\/\/letstalktalent.co.uk\/blog\/why-your-competency-frameworks-arent-generating-high-performance\/","title":{"rendered":"Why your competency frameworks aren\u2019t generating high performance"},"content":{"rendered":"\n
Many of us have lost faith in competency frameworks over the past few years. In a new organic, hybrid world of work where innovation, diversity and more importantly, agility, are key to winning the war on talent, where do these strict grids fit in? Are competency frameworks still relevant today<\/a> and if so, why do they never seem to be used past the initial onboarding phase, or at least on a more regular basis as a way to help people navigate their careers? <\/p>\n\n\n\n <\/p>\n\n\n\n At Let\u2019s Talk Talent, we believe that whilst competency frameworks may be slightly misunderstood, HR departments and businesses everywhere should give them a fighting chance. Because when used right, they can indeed become the lynchpin that holds together your entire employee experience. So why are they often not helping businesses achieve the kind of high performance they were hoping for in the first place? Why are today\u2019s competency frameworks failing?<\/p>\n\n\n\n <\/p>\n\n\n\n We have a long history of helping clients create effective, dynamic competency frameworks. And we know what it takes to turn a complex, multi-tiered document full of beige corporate jargon (read our common HR definitions<\/a>) into the kind of colourful super tool that generates results. Here is our take on how to avoid the most common pitfalls when designing your competency frameworks.\u00a0<\/p>\n\n\n\n In short, the most common reason for competency frameworks not being as effective as hoped is a simple one. They are, more often than not, developed in isolation, as a stand-alone tactic used solely for performance management<\/a>. Many sectors, such as professional services, whip them out once a year to support their year-end appraisal process or as a way to determine if a key member of staff should be promoted, or given a financial reward. In short, they become a stick to use when trying to get more out of staff, whilst businesses often forget about the carrot. <\/p>\n\n\n\n <\/p>\n\n\n\nIn this article, you will learn:<\/h3>\n\n\n\n
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Why competency frameworks are failing <\/strong><\/h3>\n\n\n\n