How is the competency framework linked to performance management and development in your organization?

Team & Organizational DesignTalent Management & Performance
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Director of HR2 years ago

Our competency model is closely linked to performance management. At end-of-year, employees are rated both on the what (goal) and the how (exemplification of competencies). The overall rating is the result of both. This urges employees to focus on how they engage and get work done. 

Director of Corporate Development2 years ago

Any updates on assessing competencies? we are undertaking this within my org

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We’re exploring changes to our performance management approach by introducing a mid-year check-in and a year-end evaluation. At the same time, we already run an established Talent Review process mid-year, though employees are not informed of their placement. We’re mindful that managers might see these processes as repetitive. How do you handle this in your organizations? What approaches have worked well for you? 

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We've recently refreshed our company values and I'm seeking advice or examples for what you/your companies have done to roll out refreshed values to employees.   Please feel free to chat me direct, and here are a few questions as thought-starters: 

- What creative ways have you used (or seen used) to activate values and behaviors across teams?
- How did you engage leaders at the local level to lead the culture shift?
- Any lessons learned—what worked, what didn’t, what you’d do differently?

Whether it’s a story, a tool, a campaign, or a moment that made a difference—I’d love to hear it. Your insights will help shape our strategy and planning now, as we prepare to launch in 2026.

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How frequently is cross training offered at your organization?

Always; it’s a regular part of our operations.22%

Often17%

Sometimes26%

Rarely21%

Never12%

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Do you encourage your team to take walking meetings?

Yes74%

No25%

We are re-evaluating our Performance Management/Talent Management timeline. What is a successful cadence for overlaying 9-box exercises, talent review conversations, and succession planning discussions over a yearly performance management cadence.

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