Develop Core and Leadership Competencies
Create and leverage a competency framework to support talent management program goals.
Designing and implementing competencies can be extremely difficult and time consuming. Most HR departments are too busy with day-to-day operations and do not have time to create and build a comprehensive competency framework.
Need Extra Help?
Speak With An Analyst.
- Get on-demand project support
- Get advice, coaching, and insight at key project milestones
- Go through a Guided Implementation to help you get through your project
Our Advice
Critical Insight
Core and leadership competencies provide organizations and their employees with a common understanding of the knowledge, skills, attributes, and behaviors required to achieve organizational goals and remain competitive.
Impact and Result
- Understand the difference between core, leadership, and function-specific competencies.
- Build core and leadership competencies that identify and explain the knowledge, skills, attributes, and behaviors that are most important to the organization leveraging McLean & Company’s competency library.
- Define core and leadership competencies using behavior-based language.
- Implement the competency frameworks and integrate throughout various HR functions.
- Support the competency framework through annual reviews and appropriate resourcing.
About McLean & Company
McLean & Company is an HR research and advisory firm providing practical solutions to human resources challenges via executable research, tools, diagnostics, and advisory services that have a clear and measurable impact on your business.
What Is a Blueprint?
A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your HR problems.
Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.
Need Extra Help?
Speak With An Analyst
Get the help you need in this 4-phase advisory process. You'll receive 8 touchpoints with our researchers, all included in your membership.
Guided Implementation 1: Prepare to build core and leadership competencies
- Call 1: Discuss making the case and ensure understanding of the different categories of competencies.
Guided Implementation 2: Select and define competencies
- Call 1: Discuss and select core competencies.
- Call 2: Discuss and select leadership competencies.
- Call 3: Discuss themes, prioritization, and proficiency levels.
- Call 4: Discuss and plan for focus group reviews.
Guided Implementation 3: Implement your competency framework
- Call 1: Outline implementation plan for your competency framework.
- Call 2: Discuss competency framework integration into other HR programs and processes.
Guided Implementation 4: Support your competency framework
- Call 1: Review initial evaluations and identify any trends.
Contributors
- Andy Woyzbun, Executive Advisor, Info-Tech Research Group
- Anthony Papa, Vice President Human Resources, Meridian Lightweight Technologies
- Doug Rozon, Director of Marketing, Sun Products Corporation
- Dr. Bob Saggers, President of Robert Saggers & Associates, Learning-Leadership Consultants Inc. and adjunct professor at McGill University
- Erin Casey, CPA, CA, Assistant Controller & Associate, Dillon Consulting Limited
- Jon Holt, co-author of A Pragmatic Guide to Competency: Tools, Frameworks and Assessment
- Mark Tanning, Senior Director of Learning, Development & Talent Management, University of Minnesota Physicians
- Mary Esteves, Nova Consulting
- Michael Taylor, Marketing Professor, Western Ivey Business School
- Michelle Berry, Director of Human Resources, Global Customer Service and Marketing, OpenText
- Several additional contributors who wish to remain anonymous
Develop a Talent Management Framework
Develop Core and Leadership Competencies
Create Functional Competencies
What It Means to Become a Skills-Based Organization
Leverage Skills Practices in HR Guide
Embed DEI in Talent Management
Strategically Develop a 360 Feedback Process
Train Raters on the 360 Feedback Process