Competency model
Everyone seems to want a ladder, maybe they need a net
Everyone these days seem to want a career ladder. The problem with ladders is that you either go up, down or fall off.
A lot of organisations are crying out for someone to establish a model of skills mapped to levels in an org.
They hope that they will get a clear way of objectively promoting or compensating people fairly.
They hope that it can provide clarity of what a long term career in the org might look like.
They hope that it can give scarce and fickle talent a reason to stay.
A good career ladder probably helps with all of those things.
But anyone who has tried to develop one knows that it’s an incredibly difficult thing to get right. It’s hard to develop in the first place. It can be hard to update. It can be hard to use as an employee.
One of the biggest challenges is that it a career ladder can provide an illusion of exhaustiveness and objectivity that doesn’t exist. If you can categorically say that anyone who meets all the criteria for a certain level, will be promoted. And you are 100% confident that the existing team is mapped to the correct level according to the ladder. Then you might be in a stronger position than most.
However, in most organisations I am aware of, there is no guarantee of promotion even with the most robust evidence. There are also likely to be people at certain levels despite not meeting the criteria outlined in the ladder. Or even over-indexing on them, and the criteria at levels above.
A more pragmatic approach
I believe there are some easier, more pragmatic and more effective first steps before developing a ladder.
I have spent every day of December 2018 so far describing these in the Shaping Design series. Each of the exercises can contribute to the same, or at least similar, outcomes that a career ladder can.
But I know that people want something more concrete. I just don’t want to set unmanageable expectations.
So what I propose is that people at least outline the areas of competency in which they feel are important. And that they illustrate how that competency could progress.
I just don’t approve of attributing that progression to a specific level of seniority within an organisation. Of course you can use it as a guide. But maybe more of a loose coupling than a tight relationship.
Competency models for progression
I am loosely describing this as a Competency Model. A framework for relevant skill, qualities, responsibilities and competencies.
You can map a designer’s progression across the model, but it might not result in a promotion, a pay rise or a bonus.
And I believe the goal should be progression, not the financial reward or status that may be associated with it.
Some key components of a competency model
I believe a modern day competency model should consider a mix of different types of skills, competencies and qualities.
For example, I have often chosen categories like:
- Leadership responsibilities
Areas of responsibility to lead projects, processes and people - Primary practices
Those disciplines or fields of practice that are expected within your role but differ between roles - Secondary practices
Those chosen by the individual based on their experiences, and interest areas outside their expected roles - Qualities
The ‘softer’ human qualities of the way you are, carry yourself and interact with others - Foundational skills
Core skills you may have learned at design school or even your early years in a more traditional practice, but need to keep exercising.
Within a good competency framework, you might mark out how confident you are, or how strong you are.
Pursue a net not a ladder
I think that the metaphor of a mesh, net, or even a Trellis (thanks Peter and Kristin) could be more useful than a ladder. Move up. Move down. Move sideways. Promoting just the vertical progression doesn’t feel healthy, especially in such a diverse world of work, and diverse careers ahead of us all.
Want to find out more, follow the series
If you want to learn more about the Shaping Workshops I run, and what I have learned over the years, follow me, or read some other articles in the Medium Publication.
Keep your eyes peeled for my final post tomorrow.
