Competency frameworks fail when they’re HR artifacts, not operational tools
- toddbarnhardt6
- Mar 1
- 1 min read
Competency models often die in binders because they’re built for consistency and governance — not usability. The organisations that win make competencies actionable: role clarity, proficiency levels people recognise, and pathways tied to real work, not abstract behaviours.
WHY THIS MATTERS
When competency frameworks aren’t usable, they become shelfware—wasting time and budget while leaving role clarity, progression, and deployment decisions inconsistent.
WHAT THIS MEANS FOR YOU
Co-design competencies with the business and the frontline — language and examples must feel real.
Translate competencies into role blueprints: what good looks like, under what conditions, with what support.
Use the framework to drive decisions (selection, progression, deployment), not just development.
CALL TO ACTION
Anchor competencies in real work using worker participation principles—build them with the people doing the work, and make proficiency observable day to day.
LINKS TO RELEVANT OUTSIDE SOURCES
OSHA: Worker Participation — https://www.osha.gov/safety-management/worker-participation
HSE: Involving your workforce (HSG263 PDF) — https://books.hse.gov.uk/gempdf/hsg263.pdf
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