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All-in-one HR platform · v2.0
14-day free trial · No credit cardhello@HrMagix.com
All-in-one HR platform · v2.0
14-day free trial · No credit cardhello@HrMagix.com
A defined set of skills and behaviours expected in a role, with descriptions of what each looks like at different levels. It gives hiring, reviews and promotion decisions a shared language, so a rating refers to something observable rather than a general impression.
HR usually builds or refreshes a framework when job levels are being defined or when appraisal forms are redesigned. The work involves workshops with senior managers in each function to agree what good looks like at each level, followed by testing the descriptions on real employees to see whether managers would rate them consistently.
As an example, a competency such as stakeholder management might read, at an associate level, as keeping their own manager informed, and at a manager level, as resolving conflicts between two departments without escalation. Clear differences between levels are what make the framework usable for promotions.
Once in use, the framework appears in job descriptions, interview scorecards and review forms. The common mistake is writing it once and never checking whether it is used. A yearly look at which competencies managers actually comment on shows which descriptions need rewriting.
A list of competencies, a short definition of each, and descriptions of the observable behaviour expected at each level or grade. Good frameworks describe what people do, not personality traits.
Interview questions and scorecards are built around the competencies the role needs, so every candidate is assessed against the same behaviours.
Few enough that managers can actually use them, often a handful of core competencies plus a small number specific to a function. Long lists tend to be ignored in practice.
Reviews often assess the how alongside the what: goals measure results, and competencies measure the behaviour shown in achieving them.
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