Competency Framework

Challenge

The organization lacked a unified framework for defining, assessing, and developing talent. Inconsistent hiring criteria, misaligned training, and unclear performance expectations limited effectiveness across the whole talent lifecycle.

What I Built

Company-wide framework defining skills, behaviors, and knowledge by level and function.
Five core competencies aligned with company values across all roles and leadership.
Role-mapped competency clusters aligned with business strategy.
Proficiency matrices defining unskilled, skilled, overused, and talented behaviors.
Competency-based interview guides and evaluation criteria.
Full integration across onboarding, hiring, performance, development, mobility, and succession systems.

Impact

Hiring, performance, development, mobility, and succession decisions all evaluated against one shared standard.
More objective and consistent decisions at every stage of the talent lifecycle
A common language that let managers and employees understand expectations the same way regardless of function.

How it worked

I used AI to identify competencies aligned with company values, then partnered with business leaders and HRBPs to validate and select the five core competencies from the list. From there, I worked with Total Rewards and Korn Ferry to build out the broader model, breaking each of the five core competencies into role-specific clusters and mapping those clusters onto the newly simplified Radford job profile structure and pay bands, so every level had a clear, benchmarked standard tied back to the five core competencies.

Result

A shared foundation for defining, assessing, and developing talent, improving consistency, transparency, and decision quality across the organization.

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