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Competence framework
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| Our nine technical competence strands are the source data for all we do in defining capability.
Most competence frameworks attempt to define an activity, for instance supplier relationship management, at a number of levels. |
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Such an approach means that it is increasingly difficult to differentiate capability at more advanced levels, as competences begin to merge and this results in poor levels of feedback and reliance on generalisations…of no use to a higher performing sourcing operation. Furthermore, there are too many competence matrices which do not even attempt to define role-specific competence requirements reflective of market complexity or changes in technology – issues which themselves may have substantial impact on target setting.
The PMMS approach to defining competence is to customise to specific role rather than activity, and this presents a range of distinct advantages:
• Allows easy matching and benchmarking of role profiles across the organisation and for external comparison
• Delivers detailed profiles at four application levels from basic through to authority
• Reflects the changing nature of competence mix through pay grades
• Allows simple dovetail of PMMS technical standards to your organisation leadership and behavioural competence definitions
• Creates quick and effective routes to update competence standards to reflect latest thinking, new tools and techniques, different market structures
• Allows addition of role or category specific competence add-ons
• Creates powerful feedback models
• Creates quick links to specific development initiatives through self learning, job enrichment or experiential development through secondment
• The creation and maintenance of standards becomes a low cost activity and reduces consultancy dependence whilst always ensuring currency
