smr-page-framework

An organisation maybe defined as a group of people working in a structured and collaborative way to achieve goals that maybe profit or nonprofit oriented. Depending on the organisational objectives, the structure may vary: functional, divisional, matrix, teams, circles and networks.

The structure determines how an organisation operates and how work is carried out. The structure allows the expressed allocation of responsibilities for different functions and processes to different entities such as individual, unit, department and division. An organisation structure is a formal layout of hierarchies of positions and grouping of employees.

The purpose of a competency framework is to ensure the goals of an organisation are achieved efficiently and effectively. The right job person fit should be in place. When people are competent, they should perform.

SMR’s PAGE™ Framework is the driving force behind competency models built when implementing competency based people development systems. Typically, a competency model is abstract in nature. SMR’s PAGE™ Framework converts the model from its abstract state to a practical state which can be used in day to day life.

In other words, the model is a blueprint and the framework is about the bricks and steel (not just bricks and mortar) which gives life to the blueprint. Both are equally important for a successful design.

P – Position, Person, Programme and Performance

A – Assessment

G – Gaps (Competency Gaps)

E – Evaluation

POSITION

Every organisation is a hierarchy of positions; each position is expected to perform a set of duties. To successfully carry out these duties, certain competencies are required. When we list down all the competencies required by the position and assign Required Competency Levels (RCL) we derive Position Competency Profile.

 The RCL is a numeric value assigned to the competency and indicates the level to which the competency is to be performed. The RCL may be defined between 1 to 5 depending on the requirements of the organisation structure. Each position should result in a position profile.

Sample of Position Competency Profile:

Position: Manager, Operations
Competency Required Competency Level (RCL)
Problem Solving 3
Planning Orientation 4
Decision Quality 4

PERSON

Positions are assigned to employees (the person holding the position) based on the formal layout of hierarchies of positions and grouping of employees. Everyone has a required position competency profile.

ASSESSMENT

Once we have the competency requirements of the position and person identified, the next step is to conduct a competency assessment. There are different techniques of assessments practiced such as reviews, interviews, observations, tests (RIOT). The technique used is decided after consideration of organisational factors.

 Each employee (person) is rated on how well they demonstrate the competencies required by the position. The resulting competency assessment of each person is known as a person competency profile. The Person Competency Profile details the Current Competency Level (CCL)of the person.

 The CCL is a numeric value assigned to the competency and indicates the level to which the competency is to be performed. The CCL may be defined between 1 to 5 depending on the requirements of the organisation structure which should be in line with RCL.

Sample of Position & Person Competency Profile:

Position: Manager, Operations
Competency Required Competency Level (RCL) Current Competency Level (CCL)
Problem Solving 3 3
Planning Orientation 4 3
Decision Quality 4 4

GAP ANALYSIS

Now we have the Position Competency Profiles and Employee Competency Profiles, the next step would be to identify the Competency Gaps. SMR’s PAGE™ Framework provides a structure to identify the competency gaps: With the competency gaps for individual employees, departments and divisions, we will be able to conduct a Training Needs Analysis (TNA) effectively.

 Sample of Position & Person Competency Profile with Competency Gap

Position: Manager, Operations
Competency Required Competency Level (RCL) Current Competency Level (CCL) GAP (RCL – CCL)
Problem Solving 3 3 0
Planning Orientation 4 3 1
Decision Quality 4 3 1

PROGRAMME

The identified competency gaps need to be closed with development interventions to improve competency levels and achieve organisational goals. There are various interventions, which could be used to close gaps. Each development intervention is detailed as a programme competency profile.

A programme competency profile details the competencies addressed by the development intervention. The competency level to which it is addressed is known as Programme Competency Level (PCL). Evaluation is an important component when addressing competency gaps. A person’s mere attendance at a programme does not indicate competency achievement. There needs to be evidence that the competency gap identified has been closed with the development intervention.

EVALUATION

On completion of the development programmes, participants are evaluated to determine competency gains from the programme. The increased competency levels and performance improvements maybe used to evaluate the return on investment.

PERFORMANCE

SMR’s PAGE™ Frameworkis consciously built with development of people in mind rather than punishing them for poor performance resulting from incompetence. Thus, the continuous application and development of SMR’s PAGE™ Framework results in improved individual performance. Individual performance should be translated into organisational performance. The link between competency and performance must be established. In the event, if it is not evident, other non-competency gaps needs to be explored.