Create Functional Competencies
Strategically invest resources in developing functional competencies for the greatest impact.
- Many organizations fail to identify the underlying need for functional competencies, risking significant resource investment within minimal return-on-investment.
- On average, 59% of HR departments believe competency frameworks are highly important to achieving organizational and HR goals, while only 18% report their organization’s competency framework is highly effective (McLean & Company HR Organizational Alignment Diagnostic Survey Database 2020-2023; N=34).
- Developing functional competencies without a need in mind risks over-complicating an existing competency framework. The development of functional competencies is a time-intensive project and requires active engagement from functional incumbents to assist in the development and integration of functional competencies into relevant HR program areas (e.g. performance management, learning & development).
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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
Not all organizations have a need for functional competencies as part of their competency framework. Functional competency development provides the greatest return when targeting function-specific needs aligned with organizational priorities in order to justify the time and energy required.
Impact and Result
- Be intentional when developing functional competencies by identifying the underlying need and engaging functional leaders from the beginning to support buy-in.
- Prioritize functions with the greatest need and capacity to support competency development and identify alternative solutions, where applicable.
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 3-phase advisory process. You'll receive 9 touchpoints with our researchers, all included in your membership.
Guided Implementation 1: Identify the need for functional competencies
- Call 1: Review the driving interest in functional competencies and project constraints including time, scope, and resources to create a shortlist of functions.
- Call 2: Discuss insights from the internal and external needs analysis to inform function prioritization.
- Call 3: Explore alternative solutions for prioritized functions before proceeding with functional competencies.
Guided Implementation 2: Define functional competencies
- Call 1: Discuss available data and approaches to functional competency development to inform next steps.
- Call 2: Review how to draft competencies, discuss behavior-based proficiency statements, assign proficiency levels, and conduct a sensitivity and accessibility review.
- Call 3: Create a plan to validate functional competencies
Guided Implementation 3: Integrate and communicate functional competencies
- Call 1: Discuss opportunities to integrate functional competencies across HR program areas.
- Call 2: Create a communications plan to manage resistance and increase buy-in for functional competencies.
- Call 3: Review opportunities to measure the impact of functional competencies over time and create a plan to sustain and update functional competencies.
Contributors
- Dr. Adam Hickman, Vice President of Org Development and Cast Members, Partners an affiliate of the Walt Disney Company
- Aida Hadziomerovic, MA, Registrar and Director, Examinations, Insurance Institute of Canada
- Dr. Andrea Butler, Co-founder and Consultant, Perennial Talent Inc.
- Ben Cowan, Director of Skills Strategy, Degreed
- Cindy Morris, VP, Corporate Human Resources, Baycrest Centre for Geriatric Care
- Kathryn Pollack, Executive Vice President, SaskPower
- Dr. Natasha Parfyonova, Manager, Psychometric Services, Meazure Learning
Develop a Talent Management Framework
Develop Core and Leadership Competencies
Create Functional Competencies
Strategically Develop a 360 Feedback Process
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