A competency framework describes knowledge, skills and behaviours needed at work. A role profile selects the expectations relevant to a particular job. A score of 3.4 cannot tell you on its own whether someone meets those expectations. You need scale definitions, observations and context.
Start with the work
Identify tasks and situations the role encounters. Consult people doing the work and their managers. A ready-made library can speed preparation, but does not replace role analysis.
A competency can be a broad construct, such as communication. Describe it through observable behaviours. Categories organise reporting; they do not independently establish measurement quality.
| Area | Observable behaviour | Example evidence |
|---|---|---|
| Delegation | Agrees responsibility before handing over work | Agreed outcome and deadline |
| Feedback | Describes a behaviour and its impact | A specific conversation |
| Collaboration | Shares information others need | Cross-team agreements |
Define levels before assigning numbers
Give each level on a 1–5 scale a description. Distinguish independence, task complexity or responsibility. Do not silently equate skill proficiency with agreement ratings.
Delegation examples might progress from working with supervision to independently handing over a task and agreeing responsibilities for a complex project. These are building blocks to adapt, not a validated proficiency scale.
Make profiles maintainable
Group roles with similar requirements while retaining differences that affect the work. A small organisation may start with a few profiles. International teams should also check that the same role labels imply comparable responsibilities.
Document each expected level and its rationale before assessment. Record profile changes so historical responses are not interpreted against newly introduced expectations.
Treat a gap as a question
A gap is interpretable only when definitions and scales align. Converting a percentage to 1–5 does not establish measurement equivalence. A category average is a proxy, not a measurement of every competency in that category.
Check question coverage, missing observations and rater perspectives. Agree actions with the employee, considering strengths and opportunities to practise. Use an individual development plan.
Development and promotion are different decisions
A profile supports a conversation; it cannot alone predict success in a new role. Promotion decisions also need work evidence, learning opportunities and transparent criteria. SIOP’s validation principles concern selection procedures; they do not validate our framework.
Create an account and organise role expectations, then prepare a multisource review focused on observable behaviours.
Sources and scope
These sources support the principles discussed here. Examples and schedules are starting points to adapt, not standards or evidence that our templates have been validated.
