The use of competencies has become widespread in recent years, but few organisations take time to check the reliability and validity of the competency frameworks they have developed.

At the heart of competency design is a model that describes the behaviour linked to more-effective performance in a given role. Initial Competency Profiling can be completed using various techniques, including focsu group review, 'Repertory Grid', Critical Incidents and use of 'Behavioural Event Interviews'. However, the Competency Model must then be tested to ensure that it is reliable and clearly focused. It is most important that behaviours linked to each competency are clearly clustered, with minimum overlap with other competencies.

We help organisations complete Competency Profiling, but our approach is distinctive as it also includes Competency Validation. This can be achieved by running a carefully designed 360 degree feedback process with a sample of 10-25 managers, backed by in-depth analysis of the results. The process ensures that the competency model is sound, based on clearly defined factors, and offers high levels of reliability, which is an essential prerequisite for validity.

Our research shows that up to 45% of statements used in competency models to assess and develop managers fail to identify the most important behaviours.

If competencies are being used as the basis for decisions linked to recruitment, promotion or redundancy, then it is essential that they show high levels of reliability, and can differentiate between more and less-effective job holders.