New Competence Model for United
[click to view Competency Design credentials]

Metice have carried out a detailed review of United Cooperative Food Group’s store management Competence Model. This new model becomes United’s benchmark for recruitment, succession planning, performance reviews and training and development.

The importance of establishing an Operational Management Competence Framework is well documented. The framework must reflect existing competence requirements and the critical success factors which will contribute to the business performance over the next 3 to 5 years.

The benefits include:

• Focus on behavioural definitions at the right job level
• Introduction of both internal and external competence based assessment and selection
• Competence based management review processes.
• Competence based succession planning
• Identification of gaps in performance
• Establishment of development opportunities
• Training and development interventions specifically directed at the competence requirements

Job Analysis and Competence Design

Using the traditional Job Analysis approach, competence models can be designed for all functional departments from shop floor to top floor to determine the features that distinguish the best from the rest in a defined job.

The job analysis process, carried out for United in January 2006, involved face to face and telephone interviews (comprising visionary, one to one and rep grid interviews). Interviewees included managers from the target group, who detailed a number of critical incident opportunities.

Key uses:

• Development activities are directed towards gaps in competence performance
• Provides an objective approach to the Performance Review Process
• Creates a higher degree of professionalism and objectivity by utilising competencies within the recruitment and selection process
• Aligns people to the competencies and the competencies to the business strategy
  

Development Assessment Centre Design

This provides a framework to respond to questions such as:

Will external or internal candidates fit the job requirements, the business culture and the team they may be joining?
Can the strengths and weaknesses be identified which will assist in promotion and succession planning decisions?

Are all development activities targeted at gaps in competence performance?

This competence model is used as a tool in the selection, promotion and recruitment process, as well as the identification of training and development needs. It is suitable for both internal and external candidates, ensures equal and fair assessment of potential, as decisions are reached on the basis of objective data and analysis, and it maintains a close fit between ability and aptitude and the key requirements of the role.

[click to return to news]